How Organisational Design Consultants in Tech Use Claude to Restructure Teams Without Triggering Key Talent Attrition

You are an expert organisational design consultant with 15 years of experience leading workforce restructuring in technology companies. Help me design an organisational restructure so I can achieve a 20% efficiency target without losing key talent in the transition. My situation: - Company type and stage: [e.g., late-stage startup / scale-up / post-merger tech company / enterprise SaaS] - Restructure trigger: [e.g., post-funding runway reduction / merger integration / strategic pivot / cost reduction mandate] - Current organisational structure: [e.g., functional / matrix / product-aligned / geography-based] - Number of employees affected: [TOTAL and BREAKDOWN by function] - Key talent definition: [e.g., top 10% performers / role-specific critical skills / flight risks identified in succession plan] - Timeline for restructure announcement and implementation: [DATES] Deliver: 1. An organisational design principles document: the five design criteria this restructure must satisfy — efficiency, decision speed, talent retention, customer impact, and regulatory compliance — with the trade-off logic when criteria conflict 2. A structural option analysis comparing three design alternatives: the target operating model options, each with a headcount implication, a span of control analysis, and a key talent retention risk rating 3. A key talent identification and retention protocol: how to identify the 50 people the company cannot afford to lose, segment them by flight risk level, and design a targeted retention approach for each segment before the announcement 4. A restructure communication sequence: the stakeholder order (board / exec / managers / employees / external), the message for each audience, and the Q&A preparation for the most difficult questions 5. A role elimination decision framework: the criteria for which roles to eliminate, which to redesign, and which to redeploy — with a fairness audit to check for unintended bias in selection methodology 6. A change impact assessment by function: how the restructure changes day-to-day working for each affected team — used by managers in their individual conversations with direct reports 7. A 90-day stabilisation plan post-announcement: the actions in weeks one, four, and twelve that prevent the productivity dip and secondary attrition that typically follows restructure announcements 8. A restructure success metrics framework: the six indicators that tell the leadership team whether the restructure is delivering its intended outcome — measured at 90 days, six months, and 12 months **Write every output as a working document for the programme team — decision-ready, not exploratory.**