The growing number of large holdings highlights challenges in transparency, process delegation, and strategic alignment within corporate governance. The implementation of cohesive governance and lean organizational design is a critical strategic issue for large holdings. The cohesive governance creates value for corporations and subsidiaries by fostering synergy, promoting risk mitigation, enhancing resilience, advancing strategic alignment, while simultaneously limiting the misapplication of imposing rigid strategies that provide inessential intervention levels, stifle creativity and agility, and ignore market needs. Achieving cohesive governance requires suitable processes and supportive organizational design. This study presents a new methodology for organizational design to reach cohesive governance in a large holding. For this purpose, firstly, the key themes of cohesive governance, as efficient value, were identified. Secondly, a new and specific process classification framework (PCF) for holdings was developed. Next, considering three holding levels, processes were assigned through a survey of experts. Processes were then clustered, and the organizational design was extracted. Proposed PCF clarifies process distribution across holding, corporate, and subsidiary levels, fostering value creation and strategic alignment. Also, Results show the proposed methodology can design an organization aligned with cohesive governance by specifying processes for each organizational level. This study advances the governance concept by providing a practical, strategy-driven PCF and a replicable method for structuring large holdings, addressing gaps in parenting, clarity, and process organization.