🎧 Listen now:
• Org Charts ≠ Org Design: The Most Common Misconception [00:18:30]
Iwan explains why leaders often confuse org design with drawing boxes on a chart—and how this narrow view misses the deeper systemic levers like processes, culture, and decision-making.
• Fix the Foundation Before You Transform [00:20:00]
Instead of jumping to a new structure, Iwan stresses the importance of understanding what’s broken in the current model. Without this, organizations risk repeating the same issues in a “shinier” design.
• Org Design as Continuous Strategy, Not a One-Off Project [00:16:30]
Design isn’t static—it must evolve with the business. Iwan shares why org design, like strategy, needs regular rhythms and iterations to remain relevant and effective.
• Human-Centered Design Thinking in HR [00:12:00]
Iwan integrates design thinking into his org design approach—focusing on empathy, user needs, and challenging assumptions to create systems that work for people, not just on paper.
• Bringing the Field into the Model: Listening at Every Level [00:22:00]
ABB’s transformation started with ground-level listening. Iwan shares how insights from local teams shaped the new HR operating model—and why stakeholder feedback loops are non-negotiable.
Iwan de Leeuw, Global Organizational Design Leader at ABB, shared his insights into how organizations can effectively redesign themselves to meet evolving needs. His multifaceted career journey adds a unique perspective to organizational design, providing valuable lessons for HR professionals and business leaders alike.
In a world where change is incessant and often unpredictable, adaptive leadership stands out as a quintessential skill. Leaders must not only anticipate change but also instigate it, steering their organizations in new and beneficial directions. Iwan de Leeuw emphasized throughout the discussion the significance of leaders having a vision yet remaining flexible enough to adapt strategies and organizational designs as circumstances evolve.
"You need to reinvent," de Leeuw asserted, highlighting the need for leaders to avoid complacency and continuously challenge the status quo. "There's this element of wellbeing in that new structure of work, what is it going to be?" he pondered, reflecting on future workplace structures that prioritize employee wellbeing alongside organizational effectiveness. By staying agile, organizations can leverage evolving business landscapes and technological advancements to optimize their structures for improved performance and employee satisfaction.
De Leeuw's unconventional career trajectory—from the military to Japan, and then into various roles within HR—offers a compelling case study in non-linear career paths. This diverse background has furnished him with a rich tapestry of experiences and insights that inform his approach to organizational design. As de Leeuw aptly noted, "HR found me. I didn’t find HR, but looking back, it's played really well to a lot of my strengths."
His experiences highlight the relevance of career versatility in the modern workplace. Rather than confining oneself to a singular path, embracing diverse experiences can catalyze innovative solutions to conventional problems. This approach not only enriches personal understanding but also enhances the ability to translate diverse viewpoints into impactful organizational strategies.
As more professionals explore portfolio careers—characterized by varied roles and sectors—this flexibility becomes a strategic advantage. Leaders should foster environments where diverse experiences are valued, recognizing the potential they hold for creating more adaptive, dynamic, and resilient organizations.
Organizational design is not a finite task but a fluid, ongoing process. This was a key point reiterated by de Leeuw during the conversation. "Org design is not just about structure. It's structure, people, process, technology, culture, it's everything," he detailed, emphasizing the multifaceted nature of effective organizational design.
De Leeuw's work at ABB exemplifies this process—starting with a comprehensive analysis of the current system to identify areas of improvement, involving stakeholders at all levels for inclusive feedback, and utilizing iterative cycles to refine and optimize the design. "We're keeping touch with the ground on certain people that are providing us feedback and inputs," he shared, illustrating the iterative nature of the transformation process.
Following this method ensures that the organizational design remains aligned with current realities while being agile enough to adapt to future changes. Leaders should initiate systems that encourage continuous evaluation and refinement, leveraging both internal feedback and external innovations. This proactive stance not only prevents stagnation but also ensures the organization is positioned to leverage new opportunities effectively.
Collectively, these insights from Iwan de Leeuw present a compelling blueprint for modern organizational leadership and design. Emphasizing adaptability, valuing diverse career experiences, and committing to continuous design optimization can collectively enhance an organization's ability to navigate the complexities of today’s business world.
• Connect with Iwan de Leeuw
• Connect with Dorothy Yiu
• Join the HR Impact community: Sign Up
What’s your biggest takeaway from this episode? Share your thoughts with us on LinkedIn #HRImpactShow. Don’t forget to join our community to stay updated on insights from global HR leaders shaping the future of work.
Iwan de Leeuw is currently the Global Organisation Design Leader for ABB. In this role, he is responsible for designing and implementing strategies, structures, processes, and technologies that enhance organisational effectiveness and drive HR excellence.
Iwan embarked on his human resources career in 2003 as an executive search consultant in Japan, managing contingency and retained search engagements in the automotive, industrial manufacturing & electronics industries.
In 2005, after moving to the U.S., he joined General Electric (‘GE’) as the lead recruiter for one of its capital division’s businesses. In 2007 he was admitted to GE’s HR leadership programme and following graduation, based in the U.S., held various roles of increasing (geographical) responsibility. In 2015 he relocated to Singapore to take on a Regional Organisation & Talent Development role for the ASEAN region and was subsequently appointed to Singapore Country HR Director (2016).
In 2018 he joined Techcombank, a Vietnam-based Bank, as management board member and the company’s HR Transformation Director, and in 2019 moved to Toll Group where he initially served as EVP Organisation Development before being appointed to EVP People Operations in 2022.
A native of the Netherlands, he served in the Dutch Armed Forces, achieving the rank of First lieutenant, before graduating from Leiden University with a Master’s degree in Japanese and Management.
Dorothy Yiu is the CEO & Co-Founder of EngageRocket, one of Asia’s top EX & people analytics platforms. She brings over a decade of experience in human resources, technology, and business strategy. Before co-founding EngageRocket, Dorothy was the Regional Head of Operations for Gallup, where she oversaw more than 100 large-scale consulting projects globally.
Recognised for her leadership in HR and technology, Dorothy was awarded Leader of the Year at the HR Vendors of the Year Awards 2024 by Human Resources Online. She was also named one of the Top 50 Asian Women Tech Leaders 2025. Dorothy holds two degrees from Singapore Management University under the Lee Kong Chian Scholarship and was named an SG Digital Leader by IMDA in 2024. She was also NTT’s Women of the Future nominee in 2022.