Where decisions currently sit, and what other paths are open
We look at how organisations actually make decisions — not the chart on the wall, but the pattern of who waits for whom. The work is descriptive first. What you do with it is yours to decide.
Start a conversationWhat this work is
Most companies grow their structure by addition — a role added here, a habit formed there — rather than by design. Over a few years, the org chart stops matching how work actually gets approved, escalated, or quietly stalled.
We spend time observing the real pattern: who is asked, who is told, who waits. Then we set it down plainly, alongside the two or three points where a small adjustment would likely help most. We don't propose a single ideal structure. Companies differ, and so do the trade-offs worth making.
The tone throughout is descriptive rather than prescriptive. You're given a clearer map. Which direction you walk in stays entirely your call.
Three areas of focus
Role clarity
Who decides what
A written exercise per manager, followed by an open session comparing what people believe against what actually happens.
Meeting structure
Where decisions stall
Observation of a live management meeting, followed by a proposed structure and a second look once it's settled in.
Succession
Passing leadership on
Neutral facilitation for family and owner-managed businesses beginning to think about the next holder of leadership.
How an engagement runs
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1
A first conversation
We talk through your situation and confirm whether the scope fits what you need.
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2
Observation and preparation
Written exercises, meeting observation, or session scheduling, depending on the engagement.
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3
A written record
You keep a document — a responsibility grid, a revised agenda, a record of what was agreed — that the company can return to.
Background
10–80
typical company size for role clarification work
Sapporo
based in Hokkaido, working across Japan
6 weeks
typical span for a meeting redesign engagement
Three offers
Role and Responsibility Clarification
A short engagement examining who currently decides what, and where that differs from what people believe.
Read about this offer →
Management Meeting Redesign
A review of your regular management meeting — agenda, length, attendance, and what it actually produces.
Read about this offer →
Succession Conversation Support
Facilitated discussion for family-run and owner-managed businesses considering how leadership will pass on.
Read about this offer →If you'd like to talk it through
Send a short note with your name and a way to reach you. There's no obligation attached — it's simply a starting point for a conversation, should you want one.
Company information
Topaz Heron Kabushiki Kaisha
10-3-35 Naebo-cho, Higashi-ku
Sapporo, Hokkaido 065-0043
+81 11-731-8513
info@topazheron.com
topazheron.com