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Case Study

Reorganization – Leadership, Structure & Team Development

To structurally reorganize the department, strengthen leadership alignment, optimize processes and develop high-performing, future-ready teams.

Client

Flemish Public Employment Service

Situation

The Development of Service Delivery department operates between strategy and operations, implementing policy decisions and translating them into concrete processes, products and services.

A new organizational structure had already been designed. The challenge was to:

  • Make the structure operational
  • Improve internal efficiency and coordination
  • Clarify roles and responsibilities
  • Strengthen collaboration within and between teams
  • Align leadership across levels
  • Prepare the department for consolidation in 2025

The department needed to evolve from structural change on paper to behavioral and operational change in practice

Assignment

Lead the restructuring of a Service Development department following the introduction of a new organizational structure.

The assignment focused on:

  • Consolidating the new department setup
  • Strengthening management alignment and shared leadership
  • Optimizing core processes and interdependencies
  • Designing effective team structures
  • Supporting team and leadership development
  • Ensuring business continuity during transformation

The objective was not merely structural redesign, but embedding a sustainable way of working for approximately 150 internal employees and 50 consultants across 15+ teams

Reorganization - Department Development of Service Delivery

#OrganizationalDesign #LeadershipDevelopment #TeamTransformation #ProcessOptimization #PublicSectorChange #SharedLeadership #AgileTransformation #HumanCenteredChange

Details

Challenge

Key Objectives

1- Organizational Structuring

  • Clarify core processes and interdependencies
  • Define team structures and task packages
  • Align provincial and central coordination
  • Visualize process flows (audit readiness)

2- Leadership Alignment

  • Strengthen collaboration within the management team
  • Clarify leadership roles in the change process
  • Build ownership and shared responsibility
  • Evolve toward value-driven, change-oriented leadership

3- Team Development

  • Define clear team missions and responsibilities
  • Establish result-oriented team functioning
  • Improve coordination and decision clarity
  • Design team and individual action plans (2025 objectives)
  • Strengthen ownership, trust and psychological safety

4- Process Optimization

  • Reorganize work logically and efficiently
  • Improve meeting structures and governance
  • Clarify “who does what” and decision authority
  • Safeguard business continuity during transition

5- Sustainable Capability Building

  • Integrate learning pathways (Talent Academy)
  • Strengthen competencies and long-term employability
  • Align HR and development initiatives with the new structure

Approach

The transformation was structured through multiple coordinated workstreams:

  • Vision & guiding principles
  • Structural reshuffling and process optimization
  • Leadership development
  • Team development
  • Continuity management

A co-creation model was used, including:

  • Steering group (strategic alignment & decision-making)
  • Project leadership
  • Design team (cross-functional co-creation)
  • Working groups per theme
  • Ambassador sounding board

Agile principles were applied, combining quick wins with long-term structural foundations.

Results, delivered:

  • Operational consolidation of the new organizational structure
  • Clear leadership governance and alignment model
  • Defined team missions, task allocation and decision clarity
  • Strengthened collaboration within and between teams
  • Improved process transparency and coordination
  • Action plans at department, team and individual level
  • Structured communication and change framework
  • Increased ownership and engagement across levels

The reorganization evolved from structural redesign to embedded behavioral and cultural shift.

Our involvement

As Project Manager, I was responsible for:

  • Designing and managing the full transformation roadmap
  • Structuring the work into coherent, manageable workstreams
  • Aligning management and leadership layers
  • Facilitating co-creation and decision-making processes
  • Ensuring balance between continuity and transformation
  • Coaching leadership and teams during implementation
  • Guarding clarity, momentum and sustainable embedding

The role combined strategic design, process governance, leadership facilitation and hands-on change implementation.

Total Mandays

(Project- & Change Management)

110

Get In Touch

kris@factter.be