Formal review of the organizational and functional structure of the corporate geotechnical department, featuring five phases, twelve deliverables, and a change approval roadmap.
Major mining organizations often inherit overlapping responsibilities and fragmented decision-making paths following governance model changes. In this engagement, Data Riders reviewed and adjusted the corporate geotechnical structure to ensure effective governance and adherence to industry best practices.
1. Organizational assessment
Current-state mapping, stakeholder interviews, document review, and structural benchmarking.
2. Gap analysis
Identification of functional, decision-making, and control gaps between the current state and best practices.
3. Evaluation of alternatives
Design and evaluation of alternative organizational models using objective criteria.
4. Multi-year planning
Implementation roadmap with milestones, dependencies, risks, and communication plan.
5. Validation and endorsement
Formal change approval workflow, with documentation, justification, and endorsement records.
RASCI and SIPOC
Role clarity, core systems integration, and risk-oriented organizational design.
- Current-state documentation.
- Justification for change.
- Theoretical foundation and references.
- Target-state description.
- Stakeholder identification.
- Implementation plan.
- Approval records.
- The source document is a formal review of the organizational and functional structure of a corporate geotechnical department at a major mining operator.
- The engagement is structured into five phases: organizational assessment, gap analysis, evaluation of alternatives, multi-year planning, and validation/endorsement.
- It produces twelve deliverables required for change approval: current-state documentation, justification, theoretical basis, target-state description, stakeholder identification, implementation plan, and approval records.
- Methodological components include RASCI clarification, SIPOC mapping, systems integration, workshops, communication channels, and risk-oriented organizational design.
Source: formal department review document produced by Data Riders for a major mining operator (client kept anonymous). Client-approved metrics and identifiers will be added once cleared for external publication.
Structured the redesign as a formal change management and governance program, encompassing assessment, interviews, benchmarking, SIPOC, alternative design, roadmap development, communication planning, and a formal endorsement workflow for organizational change.
- More robust geotechnical governance structure.
- Clearer responsibilities and accountability.
- Better alignment with corporate values and best practices.
- Implementation roadmap with formal endorsement.
Contact Data Riders to discuss conducting a formal organizational redesign with diagnostics, alternatives, roadmaps, and executive endorsement.
