• Problem

    Problem

    An insurance company was undergoing rapid growth but struggled with outdated structures and siloed teams. The existing organizational design could no longer support its agile business goals. Roles were overlapping, reporting lines were unclear, and decision-making bottlenecks were impacting service delivery and employee morale.

  • Solution

    Solution

    We were brought in to lead the organizational redesign — not just to redraw reporting lines, but to enable the company’s strategic shift toward agility and customer-centricity. Our approach focused on aligning structure with purpose, empowering leadership, and increasing workforce adaptability.

  • Implementation

    Implementation

    The engagement began with diagnostic workshops across key departments, revealing how fragmented processes and unclear roles were creating operational drag. We worked with leadership to co-create a future-state design that emphasized cross-functional collaboration, clarified accountability, and reduced managerial layers.

    In parallel, we introduced a phased change rollout strategy. This included leadership coaching, stakeholder engagement plans, and tailored communications. To ease the transition, we developed detailed role charters and team transition guides. Town halls and small-group sessions were held to help teams understand the “why” behind the changes.

  • Impact

    Impact

    • New org design enabled faster decision-making and clearer ownership
    • Employee engagement scores increased by 22%, driven by clarity and transparency
    • The company reduced time-to-service by 17% in key operational units
    • Leaders reported greater confidence in managing distributed teams with newly defined roles