Learn how to map business functions into a process-oriented org chart that defines roles by what actually needs to happen, not just reporting lines. This approach helps small teams structure themselves around operations instead of hierarchy.
I like to map out what are the functions of your business, map them all out. And that is your organizational chart. I call it a process org chart. And then from that chart, we've mapped out everything your business needs to do. I simply circle or color code things for each role. The reason this is more helpful than an organizational chart for small teams is because you can actually visually see, all right, here are the functions of my business. Here are the collections of responsibilities. Are the people responsible for these functions spread out or closely together? Designing roles based on the process org chart allows you to kind of see your customer navigates through your organizational chart left to right. And when you look at your processes, rather than just looking at your people, you can actually make sure the people's roles you're building give them visibility into as much areas of the business as you can. My stance is more from the process perspective of what helps operationally. But reporting lines and HR and culture building are its own separate list of demands, and you probably don't want to ignore those either.
