Build the system

Organizational Development

Organizational development at CLEAR asks whether your structure, roles, and processes still fit your strategy. We help you define roles and levels on a competency basis. We also prepare your leaders to take their people through the change that follows.

Overhead view of hands drawing a flowchart on paper on a wooden desk.

What this covers

Organizational development (OD) is the work of fitting the organization to its strategy. We help businesses refine structures, strategies, and processes so growth does not outrun how work is organized. We look closely at how roles are defined, how they relate, and how decisions move through the business.

Our approach is competency-based. We start from the competencies each role requires. They shape role definitions, position levels, and reporting lines. Position leveling gives you a consistent basis for grading roles across teams and sites. The same competencies can later inform recruitment, development, and performance management. Your structure then connects to the rest of your human resources (HR) system, rather than standing apart.

Structural change also asks a great deal of people. Alongside the design work, we have delivered programs such as Managing Organizational Transitions and Change. The aim is managers who can explain a change and carry their teams through it.

Our consultants bring experience in HR, OD, business, and psychology. Our co-founder Maria Liza Fresnido has over 40 years in HR and OD. Her specialties include competency and results-based systems. We work with Philippine and multinational organizations from our base in Cebu City.

Where this helps

  1. The business has grown faster than its structure, and reporting lines no longer match how work gets done.

  2. Job titles and grades have drifted, so similar roles sit at different levels across teams or sites.

  3. Roles overlap, decision rights are unclear, and work stalls while it waits for the same few people.

  4. A restructure or new strategy is coming, and managers are unsure how to bring their teams along.

Who it is for

  • Owners and CEOs of Philippine enterprises whose structure has not kept pace with growth
  • COOs and site heads of shared-services centers adding teams, functions, or locations
  • HR directors who need a consistent, explainable basis for job levels and grades
  • Leadership teams preparing for a restructure or a change in strategy

How an engagement typically runs

  1. 01

    Review the current state

    An engagement typically begins with your strategy and your current structure, job descriptions, and reporting lines. Conversations with leaders and HR then show where roles overlap and where decisions stall.

  2. 02

    Define competencies and roles

    We agree with you on the competencies the organization needs. Those competencies shape each role’s purpose and accountabilities, so structure, hiring, and development can share one language.

  3. 03

    Level the positions

    In a Position Leveling Workshop, your leaders compare roles against agreed criteria and assign each one a level. The aim is a leveling framework your HR team can explain and maintain.

  4. 04

    Prepare leaders for the transition

    We help leaders plan how the changes are communicated, sequenced, and supported. We also prepare managers to guide their teams through the transition, not simply announce it.

Programs we have run

  1. 01 Competency-Based Organizational Development Program Included a Position Leveling Workshop.
  2. 02 Managing Organizational Transitions and Change Delivered in September 2024.

Program names as shared on our social channels.

Related expertise

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