Org.Works, a new advisory firm founded by former Ralph Lauren executive Dr. Janet Sherlock, officially launches to help companies build structural clarity and unlock growth by addressing one of the most overlooked drivers of performance: organizational structure.
According to Sherlock’s research, employees in many companies waste up to 20 percent of their time navigating unclear roles and responsibilities. This finding is reinforced by McKinsey’s State of Organizations 2023 report, which identified unclear roles as a top contributor to organizational inefficiency.
Org.Works launches at a time when companies are under pressure to move quickly in response to rapidly changing technology and market conditions. Many attempt to adapt by adding C-suite roles, launching new departments, or undergoing constant reorganization—often without improving execution. Current client work includes advising on AI strategy and structure, IT department design, digital and marketing team structure, and leadership realignment to improve decision-making and delivery.
“Too many organizations prioritize speed and innovation but overlook whether their structure supports either,” said Dr. Sherlock, who previously served as Chief Digital and Technology Officer at Ralph Lauren and now leads Org.Works. “Innovation, decision-making, and execution need to move fast—but organization structure must be the foundation that enables that speed, not the shifting sands beneath it.”
Sherlock’s recent TEDx talk, “Clarity Before Chaos: Building Organizations That Work,” was recently selected as a TEDx Editor’s Pick, an honor awarded to fewer than one percent of all TEDx talks globally. TED described the talk as “a valuable and timely idea for our global audience.”
She is recognized as a leading voice in both corporate and academic communities on organizational design, executive structure, and technology leadership. Her work has been cited in academic literature and featured in Business Insider’s article, “Why the C-Suite Is Getting So Big,” where she highlighted the risks of executive role proliferation and structural misalignment.
