Design organizations that perform

Design operating models, organizations and workforce structures that are simpler, more agile and built to perform in a changing world.

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Our approach to design

Leaders are increasingly asking whether their organizations are set up to deliver the ambitions they have set and respond to the challenges and opportunities ahead. We work with them to answer that question.

From focused team redesigns to enterprise-wide transformation, we design operating models, organization structures, roles, skills, workforce models and ways of working that align people, activity and accountability around what matters most.

Our approach combines rigorous analysis with practical co-design. We help organizations understand how work needs to happen, how the organization should be set up to deliver it, and the workforce and capabilities they will need for the future.

Trusted by organizations facing complex change

We are trusted by leading global organizations across the Public Sector, Retail & FMCG, Media, Financial & Professional Services, Energy, and Manufacturing/Industrials to redesign for growth, efficiency, transformation and changing customer or stakeholder needs. We work with clients across North America and globally, drawing on expertise from across Q5.

Powered by data & digital tools

Our design work combines practitioner expertise with Q5’s suite of organization and workforce analytics tools, helping leaders move from assumptions to evidence-based decisions.

OrgMaps

OrgMaps is our core organization design tool, providing a dynamic model of the organization and enabling leaders to:

Visualize current structures, roles, reporting lines and cost
Analyze spans, layers, geographic distribution and organizational shape
Model and compare future organization scenarios
Understand the cost and headcount implications of different choices
Map the existing workforce into the future organization

Workforce Architect

Our Workforce Architect brings workforce and external labor-market data into organization decisions. It enables organizations to:

Understand the current workforce through job families and skills profiles
Identify critical capability and skills gaps
Model future headcount requirements under different scenarios
Forecast workforce costs and compare talent markets
Understand where critical skills are available
Explore build, buy and location choices for future capabilities

Strategic Workforce Planning

Strategic Workforce Planning connects long-term business goals with the people, skills and capabilities required to deliver them. It enables organizations to:

Translate business strategy into future workforce requirements
Understand future demand for roles, skills and capabilities
Identify critical workforce and capability gaps
Model different workforce scenarios
Explore build, buy, borrow, automate and location choices
Develop practical plans to close workforce gaps over time

Why organization design matters now

Organizations are operating in a world where strategy, technology, workforce expectations and customer needs are changing faster than traditional structures and planning cycles can respond.

Leaders increasingly need to reshape how work gets done while maintaining performance, managing cost and ensuring they have the capabilities to deliver in the future.

Four pressures are making organization design, operating model design and workforce planning more important.

1. Strategy is changing faster than organizations

Effective design translates strategy into practical choices about what work needs to happen, where it should sit, how teams interact and how resources should be deployed.

2. Technology and AI are changing how work gets done

Automation and AI are reshaping activities, workflows, roles and the capabilities required to deliver work.

The opportunity is not simply to remove work. It is to rethink how work flows across the organization, what should be automated, how people and technology work together, and where human capability matters most.

This makes AI as much an operating model and workforce question as a technology one.

3. The skills organizations need are changing

Traditional workforce planning based primarily on jobs and headcount is becoming less effective as capabilities evolve more quickly.

Organizations increasingly need to understand the skills they have today, the capabilities they will need tomorrow and how they will close the gap. That means making informed choices about what capability to build, buy, borrow, automate or locate differently, and being able to redeploy talent toward changing priorities.

4. Complexity is increasing the cost of unclear accountability

Organic growth, acquisitions and multiple transformation programs can create duplication, blurred ownership, fragmented workflows and slower decisions.

Good operating model and organization design simplifies the system by creating clearer accountability, better interfaces and effective governance, while ensuring resources remain focused on the outcomes that matter most.

Case studies

Discover how we’ve helped our clients

Q5 helps leaders answer the questions that matter most:

Designing organizations that perform

What needs to change?

Understand the current organization, operating model and workforce: its performance, activities, structures, capabilities, cost and pain points. We combine qualitative insight with quantitative organization and workforce data to establish a robust baseline.

How should work happen in the future?

What organisation do we need?

What workforce and skills will we need?

What will make the model work?

How do we make the change stick?

Understand the current organization, operating model and workforce: its performance, activities, structures, capabilities, cost and pain points. We combine qualitative insight with quantitative organization and workforce data to establish a robust baseline.

Our design expertise

We support clients across the full journey, from understanding how work needs to change, through designing the organization, building the workforce and implementing the new model.

Operating model design

Translate strategic priorities into a practical model for how value will be delivered. Define future activities, organizational boundaries, accountabilities, interfaces, governance and where work should be centralized, decentralized, shared, outsourced or automated.

Detailed organization design

Turn high-level blueprints into practical structures, teams, roles and capabilities, supported by activity and workforce analysis.

Strategic workforce planning

Connect business plans and future operating models to the workforce required to deliver them. Model future workforce demand, identify critical roles and skills, assess capability gaps and develop practical plans to build, buy, borrow, redeploy or otherwise access the capabilities required.

Skills and capability planning

Move beyond headcount to understand the skills that exist across the organization and those that will matter in the future. Develop job and skills architectures, identify capability gaps and create a stronger evidence base for recruitment, development, mobility and workforce decisions.

Cost and efficiency-led design

Identify duplication, simplify structures and redesign work to deliver sustainable efficiency rather than short-term cuts.

Data-led organization design

Use organization, activity and workforce data to understand how work is really being performed and design and test future-state options before decisions are made.

Designing for growth

Build organizations that can scale, flex and invest in the capabilities that matter most for future growth.

Always-on organization design

Help leaders build the governance, data and internal capability to keep organization design aligned as strategy continues to evolve. We increasingly see organization design as a continuous discipline rather than a once-every-few-years exercise.

AI-enabled organization design

Explore how AI and automation change activities, spans, capabilities, workforce shape and ways of working whilst keeping judgement, leadership and human capability at the heart of the organization.

Meet some of our Organization Design Leaders

Adam Lewis

Consulting team

John Okten

Partner

Natalie Firth

Associate Partner

Scott Jones

Consulting team

Jay Patel

Associate Partner

Sam Whittaker

Consulting team

Emily Koltunicki

Consulting team

Sophia Ambrono

Consulting team

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Q5 is a trading name of Q5 Ltd, which is registered in England and Wales, Registration No. 15266902.
The Registered Office is Thorney House, 34 Smith Square, London, England, SW1P 3HL.