Centralize or decentralize — answered with evidence, not opinion.
- Client
- Parks Department
- Capability
- Strategic Planning & Roadmapping
- Timeline
- 2019 – 2020
Key figures
- 30+ stakeholder interviews
- 3 organizational models evaluated
- Adopted division centralized
The ask
Provide a recommendation on centralized, decentralized and hybrid organizational models for the forestry, horticulture and natural resources division, against their existing decentralized model.
Our approach
- Conducted over 30 interviews with stakeholders ranging from the Chief Operating Officer to foresters working in the field, so the options and their ramifications were understood from both ends of the organization rather than only the top.
- Analyzed data to evaluate what each option would do to business operations, budget, assets and headcount.
The outcome
A comprehensive report and restructuring strategy including implementation plans, vetted through executive sessions with the department’s leadership to discuss and pressure-test the recommendations. The recommendation was adopted and the division was centralized.
Why it matters
Reorganization recommendations fail when they are built from the executive floor alone. Talking to the foresters is what surfaced the operational consequences that would otherwise have been discovered after the reorganization, not before it.
Tell us about the program.
Send us the scope. We will tell you honestly whether we are the right firm for it.