Case Studies

The Challenge:

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A mid-sized company was restructuring its internal teams, moving from an industry-vertical model to one built around business processes. Roles and reporting lines were shifting, and teams who had worked together for years were suddenly placed under different leadership.

One major change involved Learning & Development. Traditionally housed within HR, the L&D function was moved under Operations to better align with performance goals and execution. While the change made strategic sense at the executive level, the teams affected were left asking, “Why?”

Confusion grew around roles, responsibilities, and how success would be measured going forward. Managers struggled to coach effectively, and collaboration between HR, Ops, and L&D began to break down.

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​What We Did:

 

CK Digital was brought in to lead a performance mapping initiative that would bring clarity, restore trust, and align everyone to the new structure.

We facilitated working sessions with stakeholders across HR, Ops, and L&D to:

• Define what success now looked like for each team under the new structure
   

• Clarify reporting lines, handoffs, and areas of shared ownership
   

• Map role-level expectations, responsibilities, and decision-making authority
   

• Create performance milestones for the first 30, 60, and 90 days post-transition
   

• Equip leaders with talking points and team toolkits to reinforce the "why" and reduce uncertainty
   

We also worked with managers to identify common questions and frustrations emerging from their teams and proactively addressed them in the communication and coaching rollout.

 

The Outcome:

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The performance maps became a core communication tool during the transition. Leaders used them to coach more effectively, team members used them to regain clarity on expectations, and departments began to collaborate more confidently within the new structure.

Within the first 45 days:

• Internal alignment scores (measured through pulse surveys) increased by 22%
   

• Cross-functional project delays dropped by 30%
   

• L&D was fully integrated into the Operations rhythm without losing its strategic relationship with HR

 

Bottom Line:

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By clearly defining how each role contributed to the new business structure, performance mapping helped turn confusion into clarity and got everyone moving forward together.