For workforce & organizational transformation consultants
Design the next organization
with a clearer view of its people.
Your client wants to grow, reorganize, or work differently. The new structure will only tell part of the story. You need to understand what people actually do, what they could contribute, and where the future model needs support.
Bring your organization design, workforce, or change practice. Gobekli can help scope a focused discovery engagement and explore how TalentSync could maintain the context behind your recommendations.
Support your practice from the first opportunity.
The first step is a role, capability, or operating-model engagement tied to a business priority. Bring your method and access to the people involved. We agree on the practical contribution each side can make before committing to delivery.
Shape an offer
Work with us on the problem, scope, participants, and outputs. Use relevant existing resources and agree any new preparation or materials needed.
Pursue suitable work
Agree joint scoping, proposal input, and relevant demonstrations. Substantial custom preparation has its own allowance or paid scope.
Deliver with support
Define facilitation, review points, available product expertise, and the people responsible. Start with work that can benefit the client on its own.
Earn through your contribution
Agree fees for delivery, setup, development, or ongoing services. Any origination compensation is separate, with a defined opportunity and earning period.
Work can come from either side.
You may bring a client, we may engage you on suitable Gobekli-originated work, or we may shape an opportunity together. A match depends on expertise, capacity, client approval, and an agreed paid assignment. We do not promise a supply of leads.
An initial conversation is not a paid membership. We begin with existing resources and bounded support. Detailed kits, substantial training, custom configuration, and engineering are developed or provided only within an agreed scope.
A new structure leaves practical questions to solve.
Leaders need to connect ambition with capability
Headcount and role descriptions do not settle whether the organization can deliver its next priority or what support it will need.
People need a place in the change
Unrecognized contributions, unclear expectations, and limited chances to apply experience can make a new model difficult to carry out.
You need evidence beyond the planning cycle
Role inventories and workshop outputs can become detached from the work. Following the changes manually makes it harder to see where the design needs adjustment.
Connect the future model to everyday work.
Start with a business priority and the activities it depends on. Your method guides the design; we help organize the contributions, responsibilities, evidence, and gaps it needs to address.
Understand the current work
Examine activities, handoffs, informal contributions, and how participants experience their responsibilities.
Design a workable response
Explore role clarity, internal capability, development, sourcing, and the support needed for a proposed change.
Review the model in practice
Ask whether responsibility is clearer, handoffs work, and people have the support to contribute. Adjust with the client.
A first engagement: role clarity and capability discovery
Choose a team or workflow affected by a specific change. Combine your method with a focused review of responsibilities, participant experience, and the capabilities the work requires.
Bring the business priority, proposed change, relevant roles or process descriptions, and people who understand the current work.
A work and responsibility map
Activities, decisions, contributions, overlaps, and unclear handoffs in the selected scope.
A capability discussion
Relevant experience, current application, evidence gaps, and development or sourcing questions.
A practical response
Agreed actions, owners, dependencies, and review points to test whether the new arrangement works.
Choose what follows from the findings.
The next step might be a role adjustment, development plan, sourcing decision, or further discovery. If the client needs to maintain the picture, we can assess a separate TalentSync configuration.
Your method could shape the client’s TalentSync setup.
TalentSync is the organizational side of Gobekli’s Human Intelligence Layer: a design for connecting work context, people’s experience, capabilities, and evidence. TalentPass supports the individual side, including selected evidence people choose to carry and share.
We are exploring the following configuration capabilities with early partners. This is a proposed product direction, not a self-service configuration platform available today.
Role-specific conversations
Explore how work is experienced by team members, managers, and adjacent functions.
Team & workflow profiles
Connect responsibilities, intended outcomes, evidence, and the relationships needed to deliver.
Talent Trees
Distinguish active contributions, potentially relevant prior experience, and needs that remain unaddressed.
Continuing reviews
Explore prompts for changed responsibilities, development follow-through, and client-owned action reviews.
Example: growth that keeps returning to one person
Illustrative scenario, not a reported customer result.
Imagine a field-service company adding a new region. The proposed structure adds team leads, but difficult scheduling and customer exceptions still return to one experienced manager.
A proposed setup could connect those recurring decisions with the experience and relationships behind them. Your engagement could help define authority, prepare additional people, and check whether the new leads can operate with the intended support.
Possible measures: unresolved ownership, escalations requiring the same person, handoff delays, and completion of agreed development or coverage actions. Interpret them with participants and the business context.
A useful role beyond the initial engagement.
You could help the client maintain role and workflow definitions, revisit capability needs, and transfer administration to an internal organization-development or operations lead.
Your practice
Lead the domain work, interpret findings, facilitate decisions, and deliver the services agreed with the client.
Gobekli
Contribute framework and product expertise, agreed setup or development, and a clear account of current capabilities.
The client
Own decisions, authorize information access, participate in review, and choose how the work is maintained.
Keep your method. Agree on the work.
Bring your existing framework. We agree how it may be used and how any new materials or reusable configuration may be owned, maintained, and reused.
Each engagement names the opportunity source, customer contact, contracting and billing parties, delivery owners, included support, fees, and payment milestones. Ongoing account services have their own workload and price. A referral fee does not fund unlimited account management.
Start with one scoped engagement. We confirm the people, outcome, available functionality, manual work, dependencies, responsibilities, and fees before proceeding.
Questions before we begin.
Does this require a company-wide skills inventory?
No. Begin with the work needed for a defined priority. Expand only when broader participation would help answer the question.
Can it support internal mobility?
That is a potential use case. Relevant experience, individual interest, role requirements, and evidence need to be considered together; a suggested match is not a placement decision.
How do employees benefit?
The engagement should make that explicit: recognition, clearer responsibilities, development, or opportunities to apply experience. People need appropriate ways to review their contributions and understand sharing.
Will this replace the client’s HR system?
The proposed role is to connect relevant human and work context. Existing systems retain their responsibilities, and any integration is separately assessed.
Resources to explore.
Available capabilities and support are confirmed for each engagement. Review the current development status before planning a software implementation.
Build trust through the first engagement.
We review the plan and a sample output or rehearsal, then agree checkpoints for the first delivery. Any approval to work independently applies to the specific role and supported capability. Product commitments and technical escalation remain with Gobekli unless expressly allocated.
The client should be able to continue the work when an adviser steps away. Participants should understand how they benefit, what is shared, and how to review or correct their contributions. Relevant financial interests are disclosed, and advice can include a smaller scope or no software purchase.
Which organizational change needs a clearer picture?
Bring one priority, team, or workflow. Tell us what your client wants to change and what you need to understand before advising the next step.
No finished proposal needed. A specific situation and the question you want to answer are enough to begin.