Organisation structure, KRAs and KPIs
Clear roles, reporting lines and measures, so accountability does not depend on the owner chasing people.
The situation: Everyone reports to the promoter, roles overlap, and appraisals are based on impressions.
Most growth problems in family businesses eventually become organisation problems. The owner cannot delegate because roles are unclear, and roles stay unclear because the owner never delegates.
Where it usually goes wrong
- Twenty people report directly to one person.
- Job titles exist, but responsibilities and authority do not match them.
- KPIs are set once a year and never seen again.
How we work
We design the structure around the business plan, not around the people currently in post, and then map people to roles. KRAs and KPIs are drafted with each manager. The delegation of authority matrix is agreed with the promoters and built into the approval steps of the relevant processes.
Talk through your situation with a consultant
A 60-minute paid consultation, by video call or at our Jamnagar office. Bring one problem; leave with a clear view of what to fix first and whether a larger engagement makes sense.
₹3,500 for 60 minutes