10 organizational design consultants
Deloitte partner Mark Reid and Accenture managing director Mackenzie Strong Luong are the only organizational design consultants here currently at either firm; the other eight work alone or through firms such as ALLAGI, AlignOrg Solutions and Changeology Consulting, and six are based in the UK. Several held in-house roles at British Airways, BT plc, RBS or dunnhumby, so leaders planning a reorganization get both client-side and consulting views.
Professionals to explore
Alex Rowley
LinkedInExperience: Senior Interim Organisation Design & Transformation Consultant · Just Brighter Consulting
At dunnhumby, Alex Rowley was Global Head of Organisation Effectiveness (2016-2018), Global Head of Organisation Design (2018-2022) and Organisation Design Director Consultant (2022-2023). Rowley is now Senior Interim Organisation Design & Transformation Consultant at Just Brighter Consulting and Senior Associate Consultant at Q5, and uses AI to accelerate target operating model and organisation design programmes.
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Ann Greene CODP® FCIPD FLDI
LinkedInExperience: Managing Director · ALLAGI - Organisation Design
Managing Director of ALLAGI - Organisation Design since 2005, a firm Ann Greene founded that year. Greene is a Certified Org Design Professional and Certified Change Practitioner, with a focus on aligning strategy with operating model and organisation structure. Organisation Development Partner and HR Business Partner titles at RBS (2003-2005) give Greene an HR-side view of design work.
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Francis Corrigan
LinkedInExperience: Organisational Change & Design Consultant · Changeology Consulting Ltd
Organisational Change & Design Consultant at Changeology Consulting Ltd since 2015 and Managing Consultant - Strategy & Change at IBM (2005-2015). Francis Corrigan's work covers organisation design programmes tied to strategic business transformation, complex technology enabled change and the establishment of new organisations, a fit for redesigns driven by a new system or a new entity.
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Mackenzie Strong Luong
LinkedInExperience: Managing Director, Enterprise Operating Model · Accenture
Mackenzie Strong Luong has been Managing Director, Enterprise Operating Model at Accenture since 2021, adding a Global Capability, Network & Partner Lead title in 2026, and held Organization Design Lead and Senior Organization Design Lead titles at IDEO (2019-2021). Mackenzie's expertise includes enterprise-wide transformation and "strategically reducing organizational costs to reinvest in growth," a fit for cost-focused redesigns.
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Marcia Murphy
LinkedInExperience: Principal · Marcia Murphy Ltd
Marcia Murphy has been Principal at Marcia Murphy Ltd since 2014 and was Global Head of Organisation Development & Change at British Airways (2008-2013) and Organisation Development Advisor at Royal Mail (2004-2008). In Murphy's words, the work is designing "operating models and organisations that convert strategic ambition into commercial performance," with CEOs, CFOs and CPOs. Murphy was also a Board Member at Organization Design Forum (2024-2026).
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Mark Lancelott
LinkedInExperience: Founder & Managing Director · Better Business Design Consulting Limited
Founder & Managing Director of Better Business Design Consulting Limited since September 2022, Mark Lancelott is co-author of The Operating Model Canvas and Associate Faculty at Hult Ashridge. Other titles include Senior Client Partner at Korn Ferry (2022-2025) and Consulting Director, Managing Consultant, Principal Consultant at PA Consulting (2005-2022). Lancelott works with boards and executive teams at inflection points.
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Mark Reid
LinkedInExperience: Partner and Nordic Market Offering Leader, Organizational Strategy and Design · Deloitte
Mark Reid has been Partner and Nordic Market Offering Leader, Organizational Strategy and Design at Deloitte since August 2024, and held Partner and National Practice Leader - Organization Design Consulting there from 2020 to 2023. Reid specializes in the design and implementation of new operating models, a fit for questions on tying an operating model change to a shift in strategy.
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Nim Sanghera
LinkedInExperience: Independent Consultant Operating Model and Organisational Design · ATO Consulting Ltd.
Two stints as Independent Consultant Operating Model and Organisational Design at ATO Consulting Ltd. (2011-2019 and since 2021) bracket Nim Sanghera's time as Director Operating Model at BT plc (2019-2020). Sanghera has delivered business transformation projects for several major blue-chip clients covering operating model redesign and organisational design, so Sanghera sees the work from both the consultant and client chairs.
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Reed Deshler
LinkedInExperience: Principal Advisor · AlignOrg Solutions - Differentiation by Design®
Principal Advisor at AlignOrg Solutions - Differentiation by Design® since 2004, Reed Deshler describes working with executive teams and human resource teams to define strategies and align their organization and business models. Director of Strategic Service Operations at Humana (1999-2004) and Manager of Organization Development at Farmland Industries, Inc. (1997-1999) add an operating view from inside a company.
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William Critchley
LinkedInExperience: Operating Model & Org Design Director · Wharton Business Consulting
William Critchley is Operating Model & Org Design Director at Wharton Business Consulting (since April 2025), and at Deloitte held Organisation Transformation titles from Manager (2016-2018) and Senior Manager (2018-2023) to Director (2023-2024). With a stated focus on the Insurance and Insurance Broker sectors, Critchley is the pick for insurers redesigning their operating models.
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Choose the right perspective
If the question is how to run a reorganization from inside, Alex Rowley, Marcia Murphy and Nim Sanghera held in-house organisation development, design or operating model titles at dunnhumby, British Airways and BT plc. Reid and Luong suit enterprise-scale operating model programs, William Critchley names insurance and insurance brokers as a focus, and Mark Lancelott, co-author of The Operating Model Canvas, fits board-level framing of the problem.
Questions to take into the conversation
- 01How do you tell whether an organization's problem sits in its structure, its decision rights or its operating model, before redrawing the chart?
- 02What would you hand an executive team at the end of an org design engagement so they can run the transition without you?
- 03How do you cut organizational cost in a redesign without losing the capabilities the strategy depends on?
About this directory
This is a professional research starting point based on business profile data retrieved on . Titles and companies reflect that source snapshot; roles marked former had ended by then. Check the linked profiles for current details. Inclusion does not imply Instant Expert membership or availability.