The Good Healthcare Group is a healthcare services organisation with multiple Business Units, strong project delivery teams, and a complex client landscape. As the company expanded, leadership recognised that sustainable growth required a new approach to customer relationships — one that was strategic, structured and customer-centric.

A major reorganisation began on Board level:

• Roles of the Board Members were redistributed.

• Business Units were restructured or newly created.

• A Key Account Management (KAM) function was introduced for the first time.

It was clear from the beginning:
👉 This transformation would be complex — and the organisation needed clarity and transparency to navigate it. teamdecoder became the structure that held the transformation together.

Before the project, the role “Key Account Manager” did not exist. Instead, customer relationships were held by:

• Business Unit leads

• strong project leads

• sometimes even managing directors

This meant:

• Customer leadership existed

• but customer development did not

• Sales alone could not carry the growth

• roles overlapped heavily

• and strategic account development was underpowered
  
  

The organisation saw the need for a dedicated KAM function — but the structure, expectations, and responsibilities were unclear.

To build a scalable Key Account Management function while simultaneously guiding the company through:

• a Board-level role redistribution

• a reorganisation of Business Units

• the introduction of new leadership roles

• the definition of cross-functional responsibilities

• and the creation of a repeatable method for adapting the structure over time

In short:
👉 Build the KAM, build the organisation around it, and build the capability to adjust everything again in the future.

1. Co-creating the new overall structure with the Board

Together with the Board, the future organisation was designed:

• new Business Units

• new leadership roles

• the position and mandate of KAM

• responsibilities and interfaces

This created a structural foundation before any detailed role work began.

2. Workshops with the new Business Unit leaders

With the structural blueprint in place, workshops with the new BU leads helped:

• define leadership roles

• clarify responsibilities

• surface overlaps

• set expectations for collaboration

A new leadership logic began to take shape.

3. Defining roles at every level of the new organisation

For each part of the new structure:

• leadership roles were developed

• team roles were described

• responsibilities were mapped

• future skill needs were identified

teamdecoder made every role and its tasks visible.

4. Introducing KAM through Part-Roles

The first Key Account Managers were not full-time KAMs — they were:

• project leads

• BU contributors

• senior delivery roles

… who took on KAM as an additional role.

This created complexity:

• two (or more) roles per person

• conflicting priorities

• unclear expectations

• role-switching within the same meeting

To handle this, we introduced the "Hats Method:" “With which hat am I sitting in this meeting — KAM or Project Lead?” This became essential for mental clarity and clean decision-making.

5. Making multidimensional roles manageable with teamdecoder

teamdecoder helped:

• visualise which tasks belong to which role

• reveal conflicts between KAM and other roles

• separate responsibilities clearly

• show workload distribution

• support prioritisation

• enable the refinement of roles over time

This turned complexity into a manageable system.

6. Campfire as an ongoing alignment ritual

Throughout the transformation we hosted recurring Campfire sessions with teams and leaders. These helped:

• ask critical questions

• adjust structures

• surface misunderstandings

• refine responsibilities

• teach the organisation to iterate rather than freeze roles

Campfire became the place where learning and structure met.

Across the many kick-offs and follow-up meetings, a pattern emerged: Teams often sat with the same people in different sessions — but in each session, they were discussing different responsibilities, because they were wearing different hats. This created a powerful moment of awareness:

“I don’t have one job — I have several roles. And each one needs its own focus, its own expectations, and its own decisions.”

This shift:

• clarified conflicts

• revealed overload

• showed where adjustments were needed

• helped leaders reassign responsibilities

• opened development paths for some people

• removed complexity for others

It was the moment the new organisational logic truly clicked.

1. A new organisational structure introduced within 6 months

Despite the complexity, the new structure was introduced quickly and clearly, supported by transparent role descriptions and leadership definitions.

2. A functioning Key Account Management function

For the first time, dedicated people were responsible for:

• customer development

• strategic account planning

• cross-BU coordination

• identifying growth opportunities

KAM became a real capability, not a side activity.

3. A method to continuously adapt the organisation

Perhaps the biggest long-term outcome:

👉 The organisation learned how to adjust its own structure.

Thanks to Campfire and teamdecoder, the Good Healthcare Group could:

• refine roles continuously

• react to new needs

• rebalance workloads

• clarify responsibilities again and again

• shape the organisation dynamically

A structural maturity that did not exist vorher.

4. Clearer roles, less conflict, more flexibility

Employees gained:

• clarity about what each role requires

• a way to manage their multiple hats

• a shared language to discuss responsibilities

• the freedom to focus

• reduced confusion and friction

The organisation learned:

👉 to think in roles instead of job titles.

And that unlocked a new level of flexibility.