Module Two: Designing responsibilities

Turn strategy into an organization that can act

A strategy only becomes real when it is clear who is expected to create which contribution, which decisions can be made where, and how interdependencies are organized.

Many collaboration problems are therefore not primarily behavioral problems. They are design problems.

When work is mainly divided into activities, functions and separate KPIs, local optimization emerges. More coordination, meetings and escalation are then required to compensate for the fragmentation created by the organization itself.

From a Dynamic Capabilities perspective, this is the move from sensemaking to seizing: translating strategic intent into concrete organizational choices.

Participants learn to design responsibilities and organizational units as viable systems: with a recognizable environment, sufficient regulatory capacity and the ability to learn and adapt.

They examine where decision-making authority should sit, which interdependencies genuinely require coordination, and how horizontal and vertical integration can be organized without falling back into micromanagement.

Because more meetings do not necessarily produce better collaboration.

Meetings connect people. Coordination connects decisions.

The result is an organization in which ownership is not merely encouraged but designed: clearer contributions, stronger decision space, fewer unnecessary escalations and greater capacity to deal with uncertainty locally.

From organizational structure as an org chart to organizational structure as a strategic capability.

Content

Day 1 — 20 november 2026 – From Strategy to Meaningful Responsibility

Participants explore why organizational structures so often become disconnected from strategy and discover the systemic principles behind effective organization design. They learn to view functions, units, adaptation and integration as design choices through which strategic tensions can be translated into meaningful responsibility.

Day 2 — 4 december 2026 – From Contributions to Viable Units

The focus shifts from jobs and activities to contribution, ownership and decision space. Participants learn to design responsibilities and units that can process relevant complexity themselves, with clear horizontal and vertical boundaries and sufficient autonomy to act rather than continually escalate.

Day 3 — 18 december 2026 – Coordination Without Micromanagement

The final day examines how organizations can create coherence without adding ever more meetings, controls or management layers. Participants learn to distinguish coordination from consultation and explore how decision alignment, resource allocation, feedback, learning and direction can be organized across teams, functions and ecosystems.

 

This module provides the essential frameworks and tools to build organizations that thrive through collaboration and contribute to a sustainable future.

Ready to learn more?

Contact jan@connecttransform.be for an intake and discuss how this program can benefit you.

Limited to 8 participants, prioritizing those enrolling in the complete program.

Module Pricing:

The program is organized at Connect & Transform’s offices at Koningin Astridlaan 144, 2800 Mechelen, and facilitated by Jan De Visch.

 

The training initiative can be adapted to specific business situations and challenges and organized within your company.  Our ultimate goal is to co-create sustainable individual, team, and organizational development paths with a co-creation team from your organization.