Growing organisations sooner or later get stuck on unclear roles. AI accelerates that: fixed jobs give way to roles that are still taking shape. This is how you get a grip on it, without imposing a blueprint that no longer fits next year.
Rarely does someone arrive saying "our structure is wrong". It starts with separate irritations that point to the same thing.
Nobody knows exactly who decides what, so decisions keep sliding.
The founder still holds positions that should have moved to someone else long ago.
People outgrow their role, but no next step is visible.
Job titles no longer say anything about what someone actually does.
Onboarding new people takes disproportionate time, every single time.
Work gets duplicated without anyone noticing.
It is not about jobs disappearing. It is about tasks shifting position within jobs, changing the role itself. Miss that, and you are left with an org chart that no longer describes reality.
Traditional role frameworks assume roles stay stable for years. That assumption no longer holds. So I work without a fixed methodology or blueprint, and instead build a structure you can adjust yourself when the work shifts again. Otherwise you are buying a document that sits in a drawer a year from now.
Three steps, six weeks. Not a months-long trajectory in which the organisation stands still.
Conversations with leadership and key players, and a look at how the work actually runs. Where does it stall, who runs into what, and which problem sits underneath. Often the felt problem turns out to be a symptom of something else.
What does someone actually do, separate from the title on the contract. Which tasks shift because of AI, which judgement stays human work, and where do combinations emerge that do not exist yet. We do this with the people themselves, not over their heads.
Who is responsible for what, who reports to whom, and what a next step looks like for those who want to take one. Fitting the phase you are in now, and adjustable when that phase changes.
Tangible outcomes you can use straight away, in a form you can update yourself.
Where it gets stuck and why, distinguishing what is urgent from what needs something else first.
Per role, clarity on what it entails, which part of the work shifts and which judgement stays with the person.
Role division and reporting lines that fit the current phase, including what changes at the next growth step.
From potential to performance: what someone needs to take the next step, and how you track it.
Plan a diagnosis or send a message. Ninety minutes is enough to determine whether it is the structure, or something else.