07/06/2026
๐๐ข๐ฉ'๐ง ๐ข๐ฅ๐๐๐ก๐๐ญ๐๐ง๐๐ข๐ก๐๐ ๐ฅ๐๐ฆ๐ง๐ฅ๐จ๐๐ง๐จ๐ฅ๐ ๐๐ฆ ๐ก๐ข๐ง ๐๐๐ข๐จ๐ง ๐ฃ๐๐ข๐ฃ๐๐โฆ
๐๐ ๐ถ๐ ๐ฎ๐ฏ๐ผ๐๐ ๐ณ๐ถ๐
๐ถ๐ป๐ด ๐ฏ๐ฟ๐ผ๐ธ๐ฒ๐ป ๐๐๐๐๐ฒ๐บ๐.
Most restructures fail because they focus on positions - not performance.
A PROPER STRUCTURE SHOULD HAVE:
โช๏ธ Leadership โ Clear direction & accountability
โช๏ธ Corporate Services โ HR, Finance, Procurement, Admin
โช๏ธ Planning & Policy โ Strategy, M&E, data, reform
โช๏ธ Operations โ Service delivery & implementation
โช๏ธ ICT โ Digital systems & efficiency
โช๏ธ Communications โ Public engagement & trust
THE REAL PROBLEM:
โช๏ธ Overlapping roles
โช๏ธ Unclear responsibilities
โช๏ธ Weak accountability
โช๏ธ Slow decision-making
If roles are unclear, performance becomes unclear.
And when performance is unclearโฆ delivery fails.
Is your organisation structured for clarityโฆ or confusion?