Teams & Structure

Decision rights, size, reorganisations, and what actually holds a team together.

For a practical reference on workplace stereotyping, Monitask provides this page.

Decision Rights: Who Decides What, and Why It Is Never Written Down

Most organisational friction is not disagreement about the answer. It is unresolved disagreement about who gets to give it, and nobody writes that down.

04.02

Team Size: What Changes as a Team Grows

Communication paths grow faster than headcount, and specific things break at specific sizes. What each threshold costs and what to do at it.

04.03

Reorganisations: Why They Happen and What They Cost

Reorgs are the most available tool a leader has and one of the most expensive. What they can fix, what they cannot, and the costs that never get counted.

04.04

Span of Control and the Manager Who Has Too Many Reports

There is no correct number of reports — there is a number for a given kind of work. What changes as span grows, and what breaks first.

04.05

Matrix Structures: What They Solve and What They Create

A matrix trades one clear problem for a set of quieter ones. What it genuinely fixes, what it reliably costs, and how to run one that works.

04.06

Roles Versus People: Designing a Team That Survives Departures

Teams organise around who is good at what, which works until that person leaves. How to tell the difference, and what to do about the gap.

04.07

Internal Mobility: Why People Leave to Get the Job You Had

Organisations lose people to roles they could have offered. The mechanisms are mundane, well documented, and almost entirely within a manager's control.

04.08

Founder-Led to Managed: What Changes as a Company Grows Up

The transition is not about professionalism. It is that the mechanisms which worked at thirty people stop working at a hundred and fifty — and predictably.

For broader public guidance and background, consult the OECD.