Draw the work before the organisation chart.
Counting automated steps does not tell you how many people a team needs. The remaining work can include unresolved decisions, service supervision and keeping information current.
Use a workflow the team knows. Examine what an agent can carry out, identify what remains with people and draw the authority and reporting relationships the proposed arrangement needs.
Treat the proposed structure as a hypothesis.
The worksheet and guided conversation provide two ways to examine the same question. The proposed structure needs to be tested against actual demand, exceptions and the capacity to supervise the work.
The example shown here is a fictional service desk. It illustrates the exercise rather than a deployed company structure. A newer organisation-and-role-design package adds related role-design workflows.
Use a concrete business question to shape the learning.
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