In most companies, the organization is constantly evolving: new hires, internal mobility, reorganizations, creation of new departments, changes in responsibilities, external contractors joining and leaving…
The problem is that access rights, responsibilities, and processes do not always keep pace.
The result:
- onboardings where access rights are “patched together” at the last minute,
- internal moves where old and new access rights accumulate,
- departures where some permissions are forgotten,
- an organization “on paper” (HRIS / Excel / slides) that no longer reflects the “real” organization,
- and access governance (IAM / IGA) that becomes difficult to maintain without manual effort.
With ROK Solution, the objective is clear: to make the organization a living, up-to-date, and actionable foundation, so that processes and access rights naturally follow roles.
In this article, we explain how ROK approaches organizational charts management, the “who’s who” (who does what), and the organizational core, which makes it possible to orchestrate both workflows and access governance.
1) The starting point: the organization changes… but the rest doesn’t follow
In practice, most organizations still manage the alignment of roles ↔ responsibilities ↔ access rights in a partially manual way:
- HR structures that are up to date… but without a direct operational translation into processes,
- static (exported) organizational charts that quickly become outdated,
- access rights handled “on demand” through tickets, messages, and follow-ups,
- scattered repositories (sites, entities, roles, contractors) with no unified view.
Yet this is exactly what the company expects:
- a clear view: who is in which role, on which site, in which entity, with which responsibilities,
- reliable execution: each step of a process has an identified owner,
- controlled security: access rights follow movements (arrival / internal move / departure),
- traceability: who did what, when, and with what level of responsibility.
This is where the concept of the organizational core becomes essential.
2) The Organizational Core: the foundation that aligns HR, organization, and operations
ROK makes it possible to model the entire organizational ecosystem:
- employees,
- roles,
- sites,
- companies / entities,
- groups,
- contractors.
This foundation is used to build an operational who’s who: a reliable representation of the organization as it actually operates, not just as it is described in a document.
HRIS and directory synchronization
In ROK, this organization can be centralized and synchronized with key tools in the information system, including:
- the HRIS (HR reference),
- directories and IAM / IGA solutions (identity and access reference),
- ITSM tools (operational reference for requests, tickets, and changes),
to remain continuously up to date, align organization, processes, and access rights, and limit any disconnect between HR reality, operational reality, and IT reality.
3) Organizational chart management: dynamic, multi-criteria views
Once the organizational foundation is in place, the challenge is not just to display “an org chart”. The real challenge is to have the right views for each use case:
- a classic hierarchical view,
- a site-based view,
- an entity-based view,
- a role-based view,
- a cross-functional view (functional links, operational relationships, multi-site coordination),
- a filtered view based on needs (population, scope, department, structure…).
ROK therefore makes it possible to visualize dynamic organizational charts, with:
- multi-criteria views,
- hierarchical and cross-functional links,
- a clear reading of the organization to manage day-to-day operations, change, and compliance.
👉 To learn more about this topic:
Why this is critical
Because in organizations, governance should not be carried by “the person”, but by the role.
- People change (arrival, internal move, departure).
- Responsibilities evolve (reorganizations, new scopes).
- Tools and data evolve (new applications, new repositories, new rules).
➡️ The role is the best anchor point to stay in control.
5) No-code workflows: responsibilities and traceability tied to roles
Once roles are structured, workflows (workflow, BPM, BPA, RPA depending on the case) can naturally rely on them.
Each step of a process is linked to one or more identified roles.
The result:
- we know who does what,
- when,
- with clear traceability of actions and responsibilities,
- and stable consistency even when employees change.
This principle is particularly powerful for cross-functional processes such as:
- onboarding / offboarding,
- access requests and permissions,
- multi-site approval workflows,
- compliance / quality,
- reference data management,
- team coordination across entities.
6) Access governance: access follows the role
When the role becomes the reference, governance becomes much more robust.
The role becomes the reference for access rights, therefore:
- Arrival: an employee joins a role → the associated access rights can be granted according to governance rules.
- Internal move: an employee changes roles → rights align with the new role, and previous scopes are properly controlled.
- Departure: the employee leaves the organization → access linked to the role is managed according to exit rules.
- Role evolution: if the role evolves (new responsibilities, new steps in a workflow, new required tools), alignment can follow.
The expected outcome is simple:
rights, tools, and data adjust without delay, and without disruption.
7) What the video illustrates in practice
The video associated with this article shows a very pragmatic approach:
- a real-life situation (an organization in motion),
- a clear organizational foundation (roles / structure),
- dynamic visualization (organizational charts / views),
- workflows tied to roles (responsibilities, traceability),
- and access governance aligned with those roles.
An organization that evolves without creating risk
In many organizations, the issue is not “having an org chart”.
The real issue is continuously aligning the real organization, operational responsibilities, and access governance.
ROK provides a structuring answer:
- a modeled organizational core,
- an operational who’s who,
- dynamic, multi-criteria organizational charts,
- no-code workflows driven by roles,
- and access governance that follows the evolution of roles.
With ROK, the organization can evolve without creating risk. Access governance follows automatically.
