A major healthcare provider had completed a large reorg, but ROI was slow, engagement had dipped and leaders lacked a clear way of driving the new operating model.

A 200-person IT department had a new org design, but its implementation was stalling. Roles lacked clarity, processes felt abstract and confidence in the new structure was low. After multiple previous reorganisations, teams needed more than diagrams, they needed a reorg that actually worked.

After a tough year in the commercial property management market, FoxRock Properties needed its 40-person team to enter the new year aligned, motivated and operating as one cohesive unit rather than siloed departments with disconnected goals.

Line managers felt squeezed - by clients and their direct reports. Many were balancing being first-time managers with busy corporate day jobs growing client relationships, as well as grappling with the impact of having been acquired.