Interfaces to protect
- Furthest reach: Production planning team (4 items).
- In this scenario: none stops none.
Executive Intelligence · Advanced Executive Intelligence
Organizational Dependency Graph
A graph of people, teams, systems, suppliers and obligations from recorded relationships.
Demonstration: Fernhill Packaging Ltd (fictional) · Manufacturing. Fictional data and a scripted answer.
The situation
- Organisation
- Fernhill Packaging Ltd (fictional)
- Who is asking
- Chief executive
- Industry
- Manufacturing
- What happened
- A reorganisation will move several teams, and the CEO wants to see which working relationships it would cut across.
The question asked
If a team is moved or removed in the reorganisation, which other teams and processes depend on it?
What it reads, and who can see the result
- Team and process dependency map registerTeams, their outputs and who relies on them.
- Reads
- The dependency map at team and process level.
- Does not read
- Individuals' records.
- Permission
- Organisation design access.
- Who sees it
- The CEO, the chief people officer and the heads of function.
Try it
Fail one or more items and see what stops and what only degrades, worked out by following the dependencies.
Choose what is moved or disrupted. Hard dependencies stop with it; soft ones carry on, degraded.
- Proposed to move under finance.
- Stays.
- Produced by planning.Depends on: Production planning team (hard)
- Produced by maintenance.Depends on: Maintenance team (hard)
- Follows the schedule.Depends on: Weekly production schedule (hard), Equipment uptime reports (soft)
- Set from the schedule.Depends on: Weekly production schedule (hard)
- Uses schedules and uptime.Depends on: Line operations (hard), Equipment uptime reports (soft)
- is moved or disrupted
- 0
- Stops as a result
- 0
- Degraded
- 0
- Unaffected
- 7
The answer
Simulated answer. Written for this fictional case, not produced by a live model. Only the figures in it are computed, from what you decided above.
If none is disrupted, 0 item(s) stop and 0 degrade.
Following the dependencies, disrupting none stops none and degrades none [S1][S2]. The team whose disruption reaches furthest is Production planning team, reaching 4 other item(s).
A reporting line is easy to move; the working relationships behind it are what the map shows. If planning moves, the interface to line operations and to customer promises needs an owner on day one.
Relies on: S1 · Team dependency mapS2 · Reorganisation proposal
Review and approval
The chief executive decides. Approving records the interfaces the reorganisation plan must protect. It does not move any team.
Not ready to approve. Fail at least one item first, to see what depends on it.
In the product this is a different person with the right permission. Here you play that role to see the rule.
What it produces
Limits of this example
- Only recorded relationships are shown; informal ones matter too.
- Shows dependency, not whether a move is the right one.
- This is a scripted demonstration on fictional data. No model was called and no real organisation, person or result is shown.
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