Client: AB&XY Company (Post-merger of XYZ Company and ABC Company)

Industry: [Insert Industry]

Team Size: 800+ employees

Locations: Pan-India

Problem Statement

The merger of XYZ Company and ABC Company created a unified business entity – AB&XY Company – with great strategic potential but a fragmented organizational structure. A major challenge was the disjointed hierarchy of job titles and designations, leading to:

Redundancies and confusion in roles and responsibilities

Lack of standardization across departments

Resistance among employees due to perception of title dilution

Difficulty in performance evaluation, succession planning, and compensation structuring

Legacy Designation Structures:

XYZ Company (15+ Designations):

Vice President

General Manager

Joint General Manager 1

Joint General Manager 2

Senior Deputy General Manager

Deputy General Manager 1

Deputy General Manager 2

Assistant General Manager

Assistant General Manager 2

Assistant General Manager 1

Assistant Manager

Assistant Manager 1

Assistant Manager 2

Senior Manager

Supervisory Level 1

Supervisory Level 2

Supervisory Level 3

ABC Company (8 Designations):

Vice President Director

General Manager

Associate General Manager

Senior Manager

Manager

Deputy Manager

Senior Engineer

These overlapping and inconsistent designations created significant operational and cultural misalignment within the newly formed company.

Execution Strategy

1. First-Level Diagnosis

We began with a rigorous diagnosis:

Mapped out the entire title hierarchy and associated responsibilities from both companies

Identified redundancies, illogical progressions, and title inflation

Evaluated span of control and grade equivalency

2. Ground-Level Engagement

To ensure accuracy and inclusivity:

Conducted Focus Group Discussions (FGDs) with top-level, mid-level, and junior-level employees

Held One-on-One (121) interviews with functional heads, senior managers, and legacy influencers

Captured insights around perceptions of status, progression, and structural expectations

3. Leadership Alignment Workshop

We organized a Leadership Alignment Workshop with CXOs and senior leadership to:

Align leadership on the vision of a flatter, fairer, and performance-driven organization

Facilitate structured dialogue on the risks of title fragmentation and benefits of standardization

Secure buy-in for rationalized titles that honor legacy while supporting scale

Address emotional resistance to perceived “downgrades” by explaining the business logic

4. Designing the New Unified Structure

Using both diagnostic insights and leadership consensus, we designed:

A streamlined designation structure rooted in function, responsibility, and industry parity

Clearly defined criteria for role mapping from legacy to new titles

A communication and transition strategy to roll out the new structure with sensitivity and clarity

Final Unified Designations of AB&XY Company

The finalized, rationalized title framework:

Vice President

Director

Senior General Manager

General Manager

Deputy General Manager

Senior Manager

Manager

Deputy Manager

Supervisory Level 1

Supervisory Level 2

Supervisory Level 3

This structure eliminated overlaps, removed excessive fragmentation, and provided a balanced growth ladder across functions.

Outcomes & Impact

✅ Title Rationalization & Clarity: Employees now work within a logical and unified title framework.

✅ Cultural Cohesion: Merged legacy cultures through inclusive design and leadership alignment.

✅ Improved Internal Mobility: Defined career pathways boosted morale and long-term retention.

✅ Scalable Structure: New design supports future expansion without hierarchy bloat.

✅ Leadership Endorsement: Top-down alignment ensured smooth rollout and acceptance.