Untangle — Technology Advisory & Execution

The Problem

Complexity that nobody designed.

Most organisations didn't get complex on purpose. It accumulated — a restructure here, a workaround there, a new system bolted on — until nobody can see the whole picture anymore.

Different teams have different mental models of how the organisation works. Strategy gets set at the top but the structure underneath wasn't designed to deliver it. Decisions fall in the gaps between teams — either not getting made, getting made by the wrong people, or getting made five times by different groups. The result is an organisation that works despite its design, not because of it.

Our Approach

Discover, map, design, embed — with the people who do the work.

Discover how the organisation actually operates — not how the org chart says it does, including the workarounds and unwritten rules
Map capabilities, process flows, and current-state architectures to create a shared language everyone can see
Design target processes, capability requirements, and organisational structures co-created with the people who'll operate them
Build role and accountability frameworks using RACI and decision-rights matrices that end "who does what?" ambiguity
Create a target operating model that integrates structure, processes, capabilities, and governance into one coherent framework
Embed change through transition plans, training needs, and measurement frameworks — so the design doesn't stay on paper

Key Outcomes

What you walk away with

Shared capability view

A decomposed map of what the organisation does, organised to reveal gaps, overlaps, and strategic alignment that was previously invisible.

Clear process flows

As-is and to-be process documentation at the right level of detail — enough to guide change, not enough to gather dust on a shelf.

Integrated operating model

Structure, processes, capabilities, and governance in one coherent framework instead of disconnected documents that contradict each other.

Unambiguous accountability

Role definitions and decision-rights matrices that eliminate the recurring question of "who owns this?" once and for all.

Honest maturity baseline

A real assessment of where processes sit on the maturity curve — so improvement can be measured objectively, not just asserted.

Phased transition path

A roadmap from current to target state with milestones, dependencies, and risk checkpoints — not a big-bang leap of faith.

Signals

When to engage

Strategy has shifted but the org structure underneath hasn't caught up — and everyone knows it
The same problems keep recurring despite multiple rounds of "fixes"
Decisions consistently fall through the cracks — not made, made late, or made by the wrong people
Different teams have incompatible mental models of how the organisation actually works

A merger, acquisition, or significant restructure has left overlapping roles and unclear accountabilities
You're about to implement a major system and realise the underlying processes aren't ready for it
Scaling has turned what used to work into something that barely functions
"Who owns this?" is a question that comes up more often than it should

Related Services

Where is the complexity hurting most?

Describe the situation and we'll give you an honest assessment of whether this type of work is what's needed — and what it would involve.

UTC+8 · Perth · Australia · Asia Pacific

Name

Describe the complexity

Business Process & Organisation Design