Area of expertise
Management consulting
Advisory and capacity building — Processes · Change · Risk · Service quality
Organizational diagnosis, process redesign, change management, risk mapping. We work with the teams concerned, never above them: a reorganization designed behind closed doors does not survive its first quarter.
- Typical duration
- 6 to 12 weeks for a full diagnosis
- Main deliverable
- Process map + action plan
- Counterparts
- Senior management, middle management
- Handover
- Change support included
The problem
A redrawn org chart changes nothing about the blockages.
A reorganization often ends in a new org chart and the same blockages. The boxes have changed shape; the file that used to sit fifteen days in one department still sits fifteen in the next. Because an org chart describes a hierarchy, not a process — and it is processes that produce, or fail to produce, what the client expects.
The symptom shows in a sentence that recurs in almost every diagnosis: "it is nobody’s fault, but nobody is responsible either". A breaking point rarely exists because of a person; it exists because no one is explicitly in charge of it.
These situations have a common cause: change is decided on the visible structure — the posts, the titles — before mapping the invisible structure — who decides what, with what information, within what time. It is this second map we build first.
An org chart says who reports to whom. It never says who decides, or with what information. These are two different maps, and the second matters more.
Warning sign
If the same malfunction recurs in successive diagnoses under different names, the problem is not in the posts being renamed: it is in the process that is never mapped.
The intervention cycle
Seven steps, two of them specific to this domain.
The two dashed steps vary by domain; the other five are common to all six chains.
- Understand
- Assess
- Consolidate
- Design
- Structure
- Support
- Deploy
Fields of application
Where this domain works in practice.
Strategy & organization
Mandates, macro-structure, resource allocation and evolution scenarios.
Processes & procedures
Mapping, simplification of circuits, procedure manuals and internal control.
Performance steering
Objectives, indicators, dashboards and performance reviews.
Human capital & management
Supervision, skills, cooperation and change management.
The competency chain
12 competencies, across two axes and a pivot
Axis 1 establishes and measures. Axis 2 builds. The pivot names the point where one turns into the other.
Axis 1
Organizational diagnosis and performance assessment
Establish how the organization actually works and measure its performance.
- 01
Strategic and organizational diagnosis
Analysis of mandates, positioning, structure, resource allocation and room for manoeuvre.
- 02
Analysis of processes and ways of working
Process mapping, identification of breakpoints, redundancies, delays and real workloads.
- 03
Assessment of performance and of the steering system
Relevance of objectives, quality of indicators, reliability of reporting and actual use of management data.
- 04
Assessment of management practices and the working climate
Supervision styles, delegation, flow of information, inter-unit cooperation and team engagement.
- 05
Analysis of skills and of the job-resource fit
Headcount, skills frameworks, workload distribution and gaps between needs and available resources.
- 06
Participatory feedback and consolidation of learning
Workshops to share the diagnosis, joint ranking of priorities and conversion of findings into methodological assets.
Pivot — from the shared finding to the target organization
Axis 2
Engineering of transformation and change management
Turn the diagnosis into a target organization and lasting internal capacity.
- 07
Formulation of orientations and the target design
Translation of priorities into strategic objectives, construction and arbitration of organization scenarios.
- 08
Organizational modeling and macro-structure
Target org chart, unit mandates, role descriptions, articulation of decision and responsibility levels.
- 09
Re-engineering of processes and procedures
Simplification of circuits, procedure manuals, signature delegations and internal control points.
- 10
Design of the performance steering system
Objectives contract, indicators, dashboards and cadence of performance reviews.
- 11
Change support and managerial development
Internal communication plan, action-learning for managers and close support to leadership teams.
- 12
Implementation roadmap and skills transfer
Sequencing of work streams, milestones, resources, success conditions and internal ownership.
Our services
Six services, from diagnosis to embedding change.
A reorganization without support returns to its starting point in eighteen months. Support is not an end-of-mission option; it is part of the work.
01
Organizational diagnosis
Structure, processes, workload and breaking points, established by observation and not by declaration.
- Structured interviews at every level
- Direct observation of decision circuits
- Workload mapping by department
- Findings put to challenge before conclusion
02
Process redesign
Mapping of existing processes, simplification, target procedures written with those who carry them out.
- AS-IS then TO-BE mapping
- Elimination of non-value steps
- Procedures written with the operators
- Monitoring indicators by process
03
Change management
Support for stakeholders, internal communication plan, embedding of new practices over time.
- Mapping of stakeholders and resistance
- Sequenced internal communication plan
- Support for line managers
- Measurement of embedding at six months
04
Risk mapping
Identification and rating of operational and social risks, control plans entrusted to internal teams.
- Identification workshops by process
- Probability / impact rating
- Assigned and dated control plans
- A periodic review arrangement
05
Service quality
User or customer journey, service standards, front-office arrangements built on the real reasons for dissatisfaction.
- User journey mapping
- Measurable service standards
- A complaint-handling arrangement
- Training of customer-facing teams
06
Organizational audit
Assessment of the gaps between the prescribed organization and the real one, ranked recommendations and an action plan.
- Comparison of prescribed / real organization
- Gaps ranked by impact
- Dated and assigned action plan
- Review at three and six months
Typical deliverables
What appears in a proposal — a document, not an intention.
Every deliverable is handed over in an editable format, with its documentation. You are never dependent on the firm to keep it up to date.
- Diagnosis report
- Process map
- Change management plan
- Risk map
- Service quality standards
- Audit action plan
An example
Industrial company — risk mapping.
- The situation
- An industrial company facing recurring incidents with no consolidated view of their causes, nor of its real exposure to operational and social risk.
- What we did
- Identification workshops by process with field and management teams, shared risk rating, construction of the control plans with the managers concerned.
- What was delivered
- A rated and prioritized risk register, assigned and dated control plans, and a quarterly review arrangement handed to the management committee.
- What stayed
- The management committee reviews the register every quarter with no external support. It has become a standing item on its agenda.
A real engagement, presented by sector. The client name is given as a reference in tender submissions, with their written consent.
Timelines and conditions
What to plan for on your side.
Duration. A full organizational diagnosis takes 6 to 10 weeks depending on the size of the organization. The process redesign and change support that follow generally run two to four additional months.
Internal availability. Direct field access conditions the quality of the diagnosis: a consultant who only observes management meetings produces a diagnosis of management meetings. Plan for unfiltered access to the teams concerned, including outside the usual hierarchical channels.
Success conditions. A sponsor at senior-management level, able to settle cross-department trade-offs; clear communication to the teams about the real purpose of the engagement, to avoid restructuring rumours; and acceptance that some findings displease before they help.
What we refuse. Producing a diagnosis whose conclusions are fixed before the field observation. A diagnosis commissioned to confirm a decision already taken has no diagnostic value; we say so before starting, not after invoicing.
Cost
The price depends on the number of consultant-days, not on the size of your organization. We state the daily rate, the number of days per step and what each step produces. The framing consultation is free.
References for this domain
The organizations that trust us.
32 organizations supported, across every sector.
TOURBA
Mediouna Services S.A — شركة التنمية مديونة خدمات ش.م
Ministère de l'Équipement et du Transport — Royaume du Maroc
Ministère de la Fonction Publique et de la Modernisation de l'Administration
Ministère de l'Habitat, de l'Urbanisme et de la Politique de la Ville
Conseil National des Droits de l'Homme (CNDH)
Agence Nationale pour le Développement de l'Aquaculture (ANDA)
Zoo de Rabat
District Autonome d'Abidjan
UNESCO
Coopération allemande — Deutsche Zusammenarbeit (GIZ)
BTC–CTB, Belgian Development Agency
FDFP — Fonds de Développement de la Formation Professionnelle (Côte d'Ivoire)
Institut Français Casablanca
Campus Veolia Environnement
Amendis
Redal
RADEEL — Régie de distribution d'eau et d'électricité, Larache
TAQA Morocco
JESA
Webhelp
Philip Morris International
SIANA — maintenance des rames à grande vitesse
Altadis
CFR
DIRA — Dirafrost
Groupe Maroc Soir
Global Media Strategic Consulting
Med Radio
Fondation Zakoura
Zakoura Academy
Fondation Wasl wa Idmaj
Our services
5 services, available separately
- Organizational DevelopmentDiagnosis and optimization of structures, processes and ways of working to improve collective performance.
- Organization & Change ManagementOrganizational structuring and transformation support to embed change sustainably.
- CommunicationInternal and corporate communication advisory: editorial strategy, image management and executive support.
- Commercial Audit of CompaniesDiagnosis of commercial performance: sales organization, customer journey and growth levers.
- Risk MappingIdentification, assessment and prioritization of risks to strengthen governance and internal control.
Frequently asked questions
Does an organizational diagnosis necessarily lead to job cuts?
No. Most of the diagnoses we conduct reveal problems of process, information flow or workload distribution — not overstaffing. When overstaffing appears, we say so, but it is not the default conclusion.
Why is change management a separate service and not an option?
Because a reorganization without support generally returns to its starting point in eighteen months, once management's attention has moved elsewhere. Embedding is worked at, not decreed.
How long before a measurable effect?
The first effects on operational indicators (delays, complaints) generally appear between three and six months after the new processes are deployed, provided the change support runs its course.
Do you work on one department, or must the whole organization be addressed?
A specific department or process is a perfectly defensible starting point, particularly if a malfunction is clearly identified there. Many engagements start that way before extending.
The other practices
Human capital & HR
Workforce planning · Frameworks · Appraisal · HRIS
Training engineering
Master plan · Programs · Evaluation
Local governance
Local authorities · PPP · Procurement · Territories
Social, legal & labor-relations compliance
Employment law · Social dialogue · Audit
Governance of artificial intelligence
Dashboards · Simulators · AI governance
Let's talk about your project
Human capital, training, organization, governance, compliance or artificial intelligence — our teams support you in Morocco and internationally.