How One Leadership Team Regained Clarity After Multiple Re-orgs

If you’ve just finished a year of reorgs, restructuring, or role redesign and you’re still asking “what does this mean for how we actually work?”, you’re not alone.

After mergers, reorganisations, or periods of downsizing, roles often change faster than understanding does. On paper, everything looks clear. In reality, many leaders are left asking hard questions about accountability, decision-making, and ownership.

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What this Case Study Explores

In this case study, you’ll see how a newly formed leadership group:

  • Navigated new roles after merger and reorganisation

  • Built clarity around accountability and decision-making

  • Strengthened trust across teams and geographies

  • Moved from ambiguity to action without blame

  • Used participatory, in-person engagement to create real momentum

This isn’t a framework or a theory. It's a real example of what happened when a leadership team stopped trying to explain change, and instead created the conditions for people to step into it.

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Kat Mather
Leadership Partner

Hi, I’m Kat, founder of Design Linking. I partner with leaders navigating change and ambiguity, helping their teams build clarity, trust, and accountable ways of working that deliver real results through human-centred design and participatory experiences.