Roles & accountability

When it is needed

• Tasks fall between two people, and each thinks the other has it.
• Managers pass up decisions they could take themselves.
• Job descriptions exist but do not match what people actually do.
• The business grew faster than the structure around it.

What we do

1. Map who does what today

   Responsibilities as they really are, including the ones nobody was given but someone took on.

2. Agree ownership

   One owner per outcome, clear decision rights, and who must be consulted or kept informed.

3. Set the routines

   The meetings, reviews and handovers that make accountability visible, and nothing more.

What you get

• 01A responsibility map for the core processes.
• 02Decision rights by level: what a supervisor, a manager and the owner or general manager decide.
• 03Role outlines that match the work.
• 04A meeting and review rhythm sized to the business.

What it is not

• Not a restructuring or a headcount exercise.
• Not a new organisation chart. Boxes change nothing unless decisions move with them.

Where it shows up

In a growing business this is often the line between sales and operations, between the shop floor and the office, or between whoever is in charge and a new manager who has the title but not yet the authority.