Platform · Organize
Your org chart, as a model you can change and price.
A live organization chart you reorganize by dragging, with spans, layers, duplicated roles and role costs found for you, a copilot that drafts changes, and nothing made permanent without a person and a reason.
What it is
Most org charts are slides. In Tokoaido the organization is a graph: every unit and role is a node you can move, and every move is recomputed for spans, layers and estimated cost before anyone commits it. A conversational copilot reads the same chart and drafts changes on it. Ten example companies, two industries at five sizes, let you try it before your own organization is brought in during a pilot.
Sound familiar?
The work nobody signed up for.
If you have said one of these this month, the rest of this page is for you.
Our org chart is a slide someone updates twice a year. It was wrong the day it was drawn.
One manager has nineteen direct reports and another has one, and both report to the same VP.
We are merging with a company that has its own finance team, its own IT and its own way of doing everything.
Ask who owns supplier due diligence and four people say 'not me'.
A reorg proposal arrives as a deck with no cost on it.
I spend more time in status meetings than with my team.
Use cases
What you would use it for, first.
Each one starts from a problem you can name, and ends with something a person can see has changed. Live means it runs in the product today; pilot means we build it with you.
- 01
Reorganize by dragging, commit with a reason
Live todayTodayTrying a structural change means redrawing a slide and hoping the numbers follow.
With the platformDrag a team or role to a new manager on the live chart. The change stays a draft until someone with permission commits it with a written reason, which goes into the audit log.
What changesYou can try ten structures in an afternoon, and only the one you sign for becomes real.
- 02
Spans, layers and duplicated roles, found
Live todayTodayNobody can see the manager with one report, the chain six levels deep, or the two roles doing the same job under one unit.
With the platformThe chart is analyzed for wide and narrow spans, deep single-report chains and roles that duplicate a sibling's function, with each role's cost estimated and labelled as an estimate.
What changesThe structural problems arrive as a list with costs, not as a hunch in a steering meeting.
- 03
Ask the copilot, approve the draft
Live todayTodayWorking out what a 'flatter finance function' would mean takes an analyst a week.
With the platformAsk in plain words. The copilot reads the chart and its findings, explains, and drafts the moves on the chart in front of you. It has no way to make a change permanent; a person commits with a reason.
What changesYou see the proposal on your own chart in minutes, and it cannot take effect without you.
- 04
Your own organization, from your documents
Built in a pilotTodayYour real structure lives in HR exports, policy documents and role descriptions.
With the platformIn a pilot we extract your organization from your documents into the chart, with every node traceable to its source, and review it with you before anything is analyzed.
What changesThe analysis runs on your organization, not on an example company.
Business value
Where the return comes from.
The levers, and the range other organizations have published for each. Ranges are typical of the category, not a promise and not our customers' results.
Capacity lost to drag
over 20%The share of productive power the average company loses to structures and procedures that waste time. From a firm that sells org design.
Bain & Company, Time, Talent, Energy (Mankins & Garton), Chapter 1 (2017)Spans drifting wide
12.1 reports on averageThe US average rose a full report in a year, pulled up by a minority of very large teams. Those are the ones the chart finds.
Gallup, Span of Control: What's the Optimal Team Size for Managers? (2026)Supervisor time in meetings
25% or moreTime a typical line supervisor loses to unnecessary meetings and messages, from client work, not a controlled study.
Bain & Company, Time, Talent, Energy (Mankins & Garton), Chapter 1 (2017)A reorg priced before it happens
Every simulated move shows the change in layers, spans and estimated cost before anyone commits. Run the estimate below on your own headcount.
Run your numbers
Capacity tied up in duplicated work.
Every input is yours to change, and the arithmetic is shown in full. Nothing is hidden in a multiplier.
400 × €70,000 × 5% = €1,400,000
An estimate on the numbers above, not a measurement and not a customer result. In an Operations X-Ray we replace the assumptions with figures measured on your own systems.
Before and after
The same week, run differently.
The org chart is a slide updated twice a year.
The org chart is a live model you can query and change.
A reorg is a deck with no cost on it.
A reorg is a simulated draft with layers, spans and cost.
Obligations have no clear owner.
Each obligation names its owner, and gaps are flagged.
Two merging companies compare org charts by eye.
The overlap between functions is computed, with a day-1 and day-100 plan.
Structural changes happen in email.
A change is committed by a named person with a reason.
Capabilities
What you get.
An interactive chart: move a team or a role to a new manager and the change stays a draft until someone with permission commits it with a written reason.
Spans that are too wide or too narrow, single-report chains several levels deep, and roles duplicating a sibling's function under the same unit.
Each role carries an estimated loaded cost from a transparent model you can override, and every figure says it is an estimate until payroll replaces it.
Ask in plain words. It reads the chart and its findings, explains, and drafts moves on the chart. It has no tool to make a change permanent.
Apply structural moves and see layers, spans and cost before and after. Enacting a reorg is a governed action, proposed and approved.
Governance obligations are mapped to accountable roles and checked as rules: accountability, segregation of duties, span, layers and continuity, each with a proposed fix.
Align two organizations by function, see where they overlap, what the acquired side brings that is new, an estimate of redundant leadership, and a day-1 and day-100 plan.
How it works
Three moves.
Start from one of ten example companies. In a pilot, your own organization is extracted from your documents, with each node traceable to its source.
Read the findings, drag or ask the copilot for changes, and simulate a reorg with its cost before and after.
A person with permission commits the draft with a written reason, and the change goes into the audit log.
Why ours is different
The part competitors leave out.
- A structural change is a draft until a named person commits it with a reason.
- Every cost figure is labelled as an estimate until real payroll replaces it.
- The same graph engine that maps the plant maps the organization, so structure and operations sit in one model.
Questions
Frequently asked.
No. It can only draft. Making a change permanent needs a person with permission and a written reason, and there is no tool the copilot could use to do it.
No. Ten example companies, manufacturing and technology at five sizes each, are there to try first. Bringing in your own organization from your documents is done in a pilot.
From a transparent model of band and loaded multipliers that you can override. Every figure is marked as an estimate until payroll data replaces it.
The formal chart is analyzed today. Comparing it with how work actually flows, mined from approvals, tickets and calendars in your connected systems, is built in a pilot.
More platform capabilities
Operations X-Ray
Try it on an example company, then on yours.
We walk you through the chart, the findings and a simulated reorg on one of the ten example companies, then plan the pilot that brings in your own organization.