A technology group with 2,400 employees across 15 offices in North America, Europe, and Asia Pacific engaged us following a series of acquisitions that had created a fragmented operating model. Regional leadership operated with significant autonomy, leading to inconsistent processes, duplicated functions, and conflicting priorities that hindered the group's ability to execute its global strategy.
Senior leadership recognised that the existing model—effective during organic growth—had become an obstacle to realising synergies across the expanded portfolio.
The technology group faced several operational challenges requiring comprehensive intervention:
We designed and executed a comprehensive operating model redesign:
Assessed how work currently flowed across the organisation—where decisions were made, how information moved between regions, and where handoffs between functions created friction.
Designed a Global Business Unit structure with integrated shared services. Defined clear accountability matrix distinguishing between global, regional, and local decision rights across 24 distinct business activities.
Established 12-month transition roadmap with clear milestones, change management support, and communication protocols. Redesigned performance management system to align individual incentives with both regional and global objectives.
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