A Company Blueprint is not an org chart.
It is the map of who decides what.
Facilitated design sessions that translate your scan results into roles, mandates and decision lines on paper. With an owner and a date behind every initiative.
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The same problem four times,
told four different ways.
Each time the same thing is missing: an agreement on who may decide. Until that exists, every conversation about ownership is a conversation about goodwill.
Defining roles and responsibilities sounds like paperwork. In practice it is the cheapest intervention we know, because it stops the weekly escalation.
Ask who decides this, and everyone looks at someone else.
Decision-making in an organisation only becomes a process once each decision has one name against it. Otherwise it is a meeting.
Job descriptions exist, but nobody ever takes them out.
A job description records tasks. It says nothing about where someone's room to decide begins and where it ends.
Anything that touches two departments automatically goes one level up.
That is not an escalation culture. There is simply no owner on the boundary between those two departments.
Since the merger, two ways of working have been running side by side.
Two structures that do not formally exclude each other do so in practice. Someone has to choose, and that is a design decision.
Ownership needs somewhere to land. A blueprint creates that place by giving the mandate to a role instead of a person.
As long as the room to decide is tied to people, it disappears with every change of person and, when in doubt, falls back to the manager by default. So we map decision-making in your organisation at the level of roles: which decision belongs to which role, up to what limit, and who hears about it afterwards. That document is small. Its effect is that the question “am I allowed to do this?” disappears from your week.
Designing on gut feeling
is a choice too.
Whoever decides on structure without numbers designs on impressions. That often works for a long time, and then suddenly it doesn't.
organisations call their HR fully data-driven
A quarter of HR leaders still work mainly on intuition.
HRmagazine.be, Belgian CHRO survey
A blueprint is the step where data becomes a decision. That is why we prefer to start with the scan on the table: then the discussion is about where it pinches rather than about who is right.
Measure first with the Ownership ScanThree steps, and the third delivers the plan.
What the session produces has to last twelve months. That is why every initiative carries a name and a date. Without those two it is a list of good intentions.
- Approach
- Facilitated design session
- Time needed
- One to two days
- Around the table
- Leadership team and HR
- You leave with
- A 12-month roadmap
- 01
Scan debrief
We put the results of your Ownership Scan on the table with the leadership team and place them in context. Not as a report, but as the starting point for a discussion that would otherwise never happen.
- 02
Prioritise
Together we determine which of the 20 levers deliver most for your strategy and your structure. Tackling everything at once is the most reliable way to finish nothing.
- 03
Design the roadmap
You leave with a validated prioritisation of your 20 levers, a twelve-month development roadmap, initiatives that each have an owner and a date, an alignment document for the executive team and a schedule for the re-measurement.
What executive teams raise against this.
Almost always because something was written down before and then nothing changed. That is a good objection. The difference lies in what exactly gets written down.
Book a conversation“We already wrote job descriptions last year.”
Then you recorded tasks. A blueprint records decisions: who decides what without asking, and up to what impact or amount.
“This will be another document nobody opens.”
That is why the session does not end with a document but with owners and dates. Whatever ends up in a drawer had no name attached to it.
“Our structure is fixed. I can't change it.”
Most blockages are not in the org chart but in what was never written down. You do have a mandate over that, and that is where the gain is.
“We haven't done the scan.”
Then a blueprint is still possible, but you design on opinions instead of measurement. We recommend the scan as an objective picture of what is happening in your organisation. People feel heard immediately, which leads to fast buy-in and engagement.
When it is time to define mandates.
Only when it concerns the boundaries between teams. If the bottleneck sits in one team and you know which one, a workshop is faster and much cheaper.
Executive and leadership teams who want to redraw decision lines
HR and people functions looking for a strategic agenda around ownership
Organisations that want to follow up on their Ownership Scan results
Mergers and restructurings where two ways of deciding run side by side
Do you know who makes the call in your organisation?
If the answer differs per decision, that is the conversation. If your structure turns out to be sound already, we will say so and you save yourself a session.