We help leadership teams formalize how the organization actually works: who decides, who approves, who executes and how information flows to governance bodies.
Executive overview
Organizational diagnostics, procedures, delegations of authority and governance structures that make roles, decisions and accountabilities explicit.
Growth, restructuring, new entities and changes in shareholding all strain an organization built on implicit rules. Responsibilities overlap or fall between functions, approval limits are unwritten, and procedures exist only in the heads of experienced staff. That creates operational risk and makes any control framework fragile.
We start with an organizational diagnostic, then formalize business processes, operating procedures, policies and manuals. We design delegation of authority and RACI matrices that set clear thresholds and responsibilities, and governance structures and internal reporting that give executive committees and boards the information they need to decide.
Business challenges addressed
- 01
Implicit rules and tacit knowledge
Critical processes depend on a few individuals, creating continuity risk and inconsistent execution across sites.
- 02
Unwritten approval limits
Commitments and payments are approved without documented delegation thresholds, exposing the organization to unauthorized decisions.
- 03
Blurred responsibilities
Overlaps and gaps between functions slow decisions and leave some activities without a clear owner.
- 04
Governance bodies under-informed
Committees receive inconsistent or late reporting, limiting their ability to oversee performance and risk.
Services and solutions
- 01
Organizational diagnostics
Review of structure, roles, interfaces and decision flows to identify overlaps, gaps and dependencies on key individuals.
- 02
Business process formalization
Mapping of end-to-end business processes with inputs, outputs, actors and control points, as a common reference for operations and control.
- 03
Operating procedures development
Step-by-step operating procedures written with the teams who perform them, including embedded controls and required records.
- 04
Policies and manuals
Drafting or revision of policies and manuals, such as purchasing, finance, travel and expenses or compliance, with a clear ownership and review cycle.
- 05
Delegation of authority matrices
A delegation of authority matrix setting approval thresholds by type of commitment, entity and role, aligned with legal signatory powers defined with your legal advisers.
- 06
RACI matrices
RACI matrices clarifying who is responsible, accountable, consulted and informed for each key activity and decision.
- 07
Governance structures
Design of committees, their mandates, membership, frequency and escalation rules, from executive committee to audit and risk committees.
- 08
Internal reporting frameworks
Definition of management and governance reporting, with content, owners and timing aligned to the decisions each body must take.
Typical engagement approach
- 01
Diagnose
Interview management and teams and review existing documentation to understand how the organization actually operates.
- 02
Design
Define the target organization, delegations, RACI and governance structures with executive sponsors.
- 03
Formalize
Write processes, procedures, policies and reporting templates with the teams who will use them.
- 04
Roll out
Communicate, train and support adoption, then set up a review cycle to keep documentation current.
Expected deliverables
- Organizational diagnostic report
- Business process maps and operating procedures
- Policies and manuals with owners and review dates
- Delegation of authority matrix
- RACI matrices for key activities and decisions
- Governance charter and internal reporting framework
Outcomes you can target
- 01
Explicit decision rights and approval thresholds
- 02
Reduced dependency on key individuals
- 03
More consistent execution across teams and sites
- 04
Governance bodies receiving decision-ready information
Related expertise
More in Governance, Risk & Compliance
- Enterprise Risk ManagementRisk frameworks, risk mapping, registers and appetite statements that give leadership a shared, prioritised view of the risks that matter.
- Internal ControlAssessment, design and documentation of internal control frameworks built around key controls, named control owners and testable evidence.
- Audit & Certification ReadinessReadiness assessments, gap analyses, evidence organization and remediation that prepare you for internal, external and certification audits.
Frequently asked questions
Is a delegation of authority matrix a legal document?
It is primarily an internal governance tool setting approval limits. Where it interacts with legal signatory powers or formal delegations, we coordinate with your legal advisers, who remain responsible for the legal aspects.
How detailed should procedures be?
Detailed enough that a competent new team member can perform the task and an auditor can see where controls sit, and no more. Overly long procedures are rarely read or maintained.
Can you support a newly established subsidiary?
Yes. For new entities we define a proportionate set of delegations, procedures and reporting from the start, consistent with group requirements and local constraints.
Talk to an expert about Organization & Procedures
Tell us where you are today and what you need to achieve. We will propose the right scope for a first engagement.