Blob maps / Use cases / Org redesign & restructuring
Org redesign & restructuring
Understand the true shape of work before reorganising anything. Redesign with evidence, not intuition.
The problem
Restructuring decisions are almost always made with incomplete information. Leaders draw new org charts based on roles, headcount, and reporting lines — not on what work actually flows through the organisation, how teams depend on each other, or which activities would be disrupted by a given change. The result is restructures that look clean on paper but create chaos in practice.
How BlobMap helps
- 1BlobMap surfaces the actual flow of work — activities, outputs, dependencies — independent of how the org chart is drawn.
- 2The relationship map shows which teams and functions are tightly coupled, making the cost of separating them visible before the decision is made.
- 3Leaders can see which work clusters naturally together, which roles span multiple functions, and where the current structure creates unnecessary friction.
- 4The bottom-up picture often reveals informal structures — the way work actually gets done — that no org chart has ever captured.
How a typical engagement runs
Map the current state
Run a BlobMap insight across the relevant functions before any redesign work begins. The goal is to understand what you're working with.
Identify the natural clusters
Look at how work groups by type, team, and interdependency. Where does work already cluster? What are the natural seams?
Model the dependencies
Use the relationship layer to map what depends on what. Which dependencies are healthy? Which are load-bearing in ways the org chart doesn't show?
Pressure-test redesign options
For each structural option, use the BlobMap data to ask: which work would be disrupted? Which dependencies would be broken? Which overlaps would be resolved?
Communicate with evidence
Present the redesign rationale with structured data. Show what the current picture looks like, what problems exist, and what the redesign solves.
The outcome
A restructuring decision grounded in how work actually flows — not how it\'s supposed to flow — with a clear picture of the risks, dependencies, and opportunities the redesign will affect.