Organisational Design Consultant

Miratech

26d•Remote

About The Position

The Organisational Design Consultant answers the question the other two workstreams cannot: who, specifically, inside the client organisation will own, write, review, approve, and maintain this content once the consultants leave — and does that capacity exist today or does it need to be created? Enabling a Genesys AI feature does not by itself create value, and that processes, legacy tools, and operating practices will need to change alongside it. This role designs that change at the organisational level. It is a part-time engagement concentrated in two to three months of the overall project, and it should be sequenced to begin once the current-state content and requirements picture is sufficiently developed to design against.

Requirements

8+ years in organisational design, operating model design, workforce planning, or organisational effectiveness consulting.
Demonstrated experience producing an organisational design deliverable set that a client implemented — RACI matrices, target operating models, role profiles, and transition plans.
Experience designing operating models for a function that spans multiple business units, where ownership is shared or contested.
Strong stakeholder engagement capability at director and executive level, with the credibility to tell a client that a capability they want is not resourced and will not survive without structural change.
Ability to work effectively in a part-time, concentrated engagement alongside a wider consulting team.
Eligible to obtain and hold a Government of Canada security clearance.

Nice To Haves

Prior experience designing the operating model for a knowledge management, content, or digital service function specifically.
Contact centre or shared services operating model experience, particularly where AI or automation changed the shape of agent work and the roles required to support it.
Formal change management credential (Prosci, CCMP) or an organisational development qualification.
Bilingual English/French.

Responsibilities

Document the current-state organisation. Map the organisational units, roles, reporting lines, and capacity currently involved in knowledge creation and maintenance across the in-scope business lines — tax, individual enquiries, and business enquiries. Identify who performs content work today, formally or informally, and how much of their time it consumes.
Conduct the organisational design analysis. Assess the gap between the current-state organisation and what the target knowledge management operating model requires. Identify capability gaps, capacity shortfalls, unclear or contested ownership, single points of failure, and the places where content work is currently being absorbed informally by people whose job description does not mention it.
Build the Organisational RACI Matrix. This is the central deliverable. Define, at named-role level, who is Responsible, Accountable, Consulted, and Informed for every stage of the content lifecycle — authoring, subject matter review, legal or policy review, official-languages review, accessibility review, publication, periodic review, and retirement. The matrix must be specific enough that the client can act on it: which positions need to be created, which need to be reassigned, and which existing roles need their scope formally amended.
Define the target knowledge management operating model. Specify the structure needed to sustain the capability — whether a central knowledge team, a federated model with embedded content owners in each business line, or a hybrid — with the rationale, the trade-offs, and the resourcing implication of each option.
Produce role profiles and resourcing requirements, including the AI-era roles. Draft position descriptions for the new or amended roles the model requires — knowledge manager, taxonomy steward, content owner, content author — and for the roles the Genesys AI roadmap creates that do not exist in the organisation today: who tunes and retrains the virtual agents, who reviews AI-surfaced answers for accuracy, who owns the feedback loop from AI failure back to content correction. Include competencies, effort estimates, and classification guidance the client needs to resource them through their own staffing processes.
Design the transition and change approach. Set out the sequence for moving from current to target state, the change-management, training, and communication requirements, and the risks — including the realistic constraints of staffing in a federal environment, where creating or reclassifying a position is not a quick exercise.
Align with the governance workstream. Work directly with the Senior Business Consultant so that the Governance Playbook and the RACI Matrix describe the same organisation. Governance that names no owner, and an org model with no governance, both fail.