Organisation Design & Operating Model
We work closely with global corporates and mid-sized companies to develop next generation target operating models to deliver more effective and efficient operations. At the same time, we define the right organisation to optimise the operating model that will deliver the business’ strategy.
The experience of our independent consultants is critical to our success in this area. With both consulting and line experience, they know what works and what doesn’t when it comes to understanding the implications of a company’s strategy on the work that needs to be done; the capabilities (across people, processes and systems) that need to be developed; the formal structures and coordinating mechanisms that are most appropriate; and the informal cultural values that will glue everything together.
Related case studies
Omnichannel B&M organisation for a luxury retailer
Embedded a new omnichannel organisation and ways of working for this luxury department store group’s buying and merchandising functions.
We worked with this long-standing client to model their ‘as is’ and ‘to be’ B&M processes and structures, frame options and tradeoffs, and detail the agreed structure and implementation plans. We then supported the first wave of their successful rollout, which would enhance stock availability and customer service, while also future-proofing the organisation for ever-accelerating online growth.
Integrating a family of creative companies
Designed and supported the integration of standalone companies within a key region for a global media player, unlocking significant upside in both cost and revenue.
Spanning organisation design and complex change management, our work brought a highly autonomous set of creative organisations together, preserving their individual spirit while releasing powerful synergies, and building profitable links between the region and head office.
Scaling the supply chain for a social enterprise
For a West African social enterprise supplying subsistence farmers with key agricultural inputs, we developed a fully scalable supply chain model to enable a tenfold increase in reach.
The new SC model, designed to support an ambitious growth strategy, was the result of a collaborative and iterative process, supported by onsite workshops and local data gathering to reflect field realities. Board approval led to immediate fundraising and implementation planning for the new supply chain.
Organisational benchmarking for a Tech multinational
For a leading global technology player, custom-benchmarked their Legal function’s organisation internationally, underpinning a major redesign.
The central questions focused on what to deliver centrally vs locally, and on reporting lines; we developed an innovative custom benchmarking method, building beyond industry data to ensure a directly relevant, closely validated, granular view on specific competitors’ organisations along key dimensions. This validated the client’s hypotheses and formed a robust starting point for the reorganisation.
Building a customer-centric organisation
For a world-leading chemicals player, supported the transition from product-led to customer-centric organisation.
Working closely with client teams we developed structural options and business cases, detailed priority options, and manned the implementation PMO that drove their successful transition to the target model.
Target operating model for a UK development bank
Designed the target operating model and organisation for an economic development institution, underpinning its growth from handling £7bn total commitments to over £80bn.
Working closely with the top team on diagnosis, and facilitating functional teams to detail options and plans, we reviewed, redefined and implemented a new operating model and organisational structure that transformed every functional area and enabled a significant step-up in activity.
Organisation redesign for an agribusiness player
Supported this multinational to design and implement a reorganisation that sharpened their focus and streamlined their decision-making.
We developed a top-level (CEO-2) organisational redesign with the executive team and oversaw granular detailing by function and division, aligning and energising a fatigued organisation behind substantial change.