Reorg Modeler
A reorganization checked while it is still a spreadsheet: who it really affects, what it does to spans, layers and cost, and who it leaves reporting to nobody.
Reads .xlsx and .csv inside your browser. Nothing is uploaded, and a draft reorg is exactly the file that must not be.
The organization today
Drop a spreadsheet here
The current roster: employee ID and manager's ID, with department, title and salary if you have them.
The plan
Drop a spreadsheet here
Either a list of changes (who moves, to which manager or department, who leaves, who joins) or the whole new roster.
A reorg moves more people than it moves
Moving five managers to a new director is five lines on the plan. Everybody under those five now has a different boss’s boss, a different head of department, a different line to the top, and each of them will want to hear it from somebody before they hear it in the corridor. So the people moved directly sit beside everyone whose chain of command changes, each listed with the move that reached them. The second number is the size of the conversation.
What plans usually get wrong
A role is eliminated and nobody remembers the five people who report to it. A team is moved and its department column is not. A manager is left with nobody to manage, or a new layer of one appears. Two people end up reporting to each other. The proposed organization is read the same way the Span of Control Analyzer reads one, before and after, so each of these is caught and named.
The whole new org, or just the changes
Most reorgs are drafted as a list of moves, so the second file can be just that: who moves, to which manager or department, who leaves, who joins. A blank cell means no change, and a status such as Eliminated or Leaving takes somebody out. If you have built the whole new roster instead, the tool reads it as that, and anybody missing from it is leaving. Either way the download is the full roster after the change, ready for the Org Chart Builder.
What this does not do
It does not design the organization, judge whether a structure is right, or decide who is affected in any legal sense. It shows what the plan does to the reporting lines, spans, layers and salary cost you gave it, and where the plan does not add up.