Simpler structures. Decision rights that hold. Skills aligned to the plan.
Building organizations that can adapt and perform, with you.
Reorganizations most often fail in execution: unclear decision rights, excessive management layers, critical capability gaps and under-supported managers slow decision-making and dilute accountability. At the same time, AI is continuously redefining work, skills and leadership responsibilities, forcing organizations to adapt faster than ever before. We help leaders redesign operating models, organizational structures, critical capabilities and ways of working. We then embed the leadership practices, management routines and capability-building mechanisms that enable organizations to adapt continuously and make change stick.
Where we work
Operating Model & Organization Design
Decision rights, spans and layers designed around the nature and criticality of business decisions.
Capabilities & Skills
AI and automation impacts assessed task by task rather than role by role. Future capability needs mapped against existing skills, expertise and knowledge. Strategies defined to close critical capability gaps and support long-term transformation.
Operational Transformation
Service models, operating functions and enterprise platforms redesigned, with automation and AI absorbing repetitive activities so that teams can focus on higher-value work.
Leadership, Culture & Change
Leadership behaviors, cultural shifts and management routines that help organizations adapt continuously and make change stick. Data and AI increasingly embedded into decision-making and performance management.
Ways of Working & Delivery Models
Ways of working redesigned for an AI era, bringing together business experts, engineers and data scientists to accelerate execution and shorten the path from insight to value.
AI Academies & Capability Building
Internal academies, AI literacy anchored in the tools used every day, and certification paths that build lasting capability across the organization.
Finance, HR and IT functions combined across two country units, with a costed target organization and a transition plan agreed with local leadership.
Why Talan?
Designing to the decision
We start with the decisions that are slow or badly made today, then build the structure needed to improve them.
Line managers owning change
Managers lead the communication and new routines from the start, with our support throughout the transition.
Combining HR strategy and HR systems
Organization design and HRIS configuration sit with one team, so the job architecture agreed on paper lands in practice.
Building AI literacy into the job
Upskilling is built into people’s own workflow and tools, becoming part of how they work.
Staying through the first review cycle
A new organization is tested through its first performance and budget cycle, with support still in place to adjust and reinforce adoption.