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Design of Organizational Structures


We work with you to design your reporting and accountability structures, across the organization. Robust organizational structures based on the alignment of organizational processes, employee talents and rewards, with the strategy of the organization and its environment are found to be the most successful.

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Case Study- Design of Organization Structures

How we helped a leading FMCG manufacturing and marketing organization with the design of their organizational structure , role descriptions ,KRAs and competencies


​Our client an FMCG manufacturing and marketing organization wanted a review of the current organization structure to assess its readiness in meeting targets and formalizing the accountability parameters of the identified key roles. As the organization was expanding and diversifying into other business sectors, a review of the roles and responsibilities and existing talents across the managerial team was to be undertaken.


​We reviewed the organizational structure and recommend the changes, design role descriptions, KRAs and competencies for about 75 key roles identified. Based upon an understanding of the current organizational structure, and the company’s vision, mission and business projections, we researched contemporary organizations in similar business setups to develop a structure for the organization.


​​The design of the structure was followed up with one-on-one interactions with the role holders to understand their present roles, responsibilities and role interfaces. The validation of the structure was supplemented by job profiling and KRA finalization leading to competence identification. The changes in the structure included elimination of non-value adding positions, redesign of activities to eliminate duplication of efforts and creation of checkpoints for effective reporting and review. The report created self awareness for each of the identified job holders about execution challenges and any misalignment as one of the key issues in leading to these challenges. The competency identification exercise brought up the developmental gaps for each member. It was found that while execution and result focus was a competency that the people in the organization had developed over time, strategic thinking and talent management were areas needing greater input.

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