A large technology company had little clarity between corporate HR leadership and the various business HR groups about who should be doing what. A new initiative would be rolled out at the corporate level, but often each business had an existing solution or wanted to do the new solution their own way, and it was always a battle to determine which approach to use. HR wasn’t able to do nearly enough strategic HR work, and they knew that they had gaps in organizational design, long-range talent development, and change management. They wanted to know how the organization could be designed to make it clear what should be centralized and what should be decentralized. They recognized some work should be done one size fits all and some work needed to be customized and responsive to specific business unit needs. Once that was clear, they wanted to know how to get the right people in the right roles with the right training.