The Client:
The client is a regional Multi National Corporation
The Challenge
Our client was mandated to accelerate growth and further penetrate developing markets. Given this mandate, the MD felt that the structure was not supporting geographic expansion at the desired rate.
The Solution
Our premise
Driving market penetration requires a structure that facilitates closer collaboration between regional markets and HQ. The design should enable the organisation to:
Move quickly in the market while leveraging corporate resources.
Run a global brand while delivering it with local relevance
Leverage common platforms while accommodating regulatory and technology differences across geographic boundaries
The 'overwhelmed employee' syndrome also had to be addressed. (Employees were struggling with a flood of emails, a demanding workload and being 'ON' 24/7).
An Agile organisation structure, job redesign, and supportive work environment were the pillars of this project.
What we did
Tier 1: Crystallising the mandate
We organised a workshop with the leadership team to delve into the implications of the new, expanded mandate. During this session, we facilitated discussions aimed at helping our client visualise the future success trajectory. By articulating what success would 'look like,' we provided a clear roadmap for the organisation's growth. Additionally, we identified the spectrum of decisions the organisation would need to make, outlining the requisite organisational capabilities and the desired employee profile. This equipped the leadership team with the insights and strategic foresight needed to navigate the organisation towards its goals effectively.
Tier 2: Redesigning the structure
We developed a new Agile organisational structure comprising a customer-facing front office, regional middle office, and centralised back office. Within the middle office, we established a network of teams aligned with strategic priorities. These teams functioned as SPRINT teams, collaborating on projects and disbanding upon completion, fostering resource optimisation and knowledge sharing. Job roles across all offices were redesigned to minimise low-value tasks and eliminate excessive reporting. Additionally, we explored technology utilisation and self-service data solutions to drive informed decision-making processes.
Tier 3: Operationalising the structure
We established performance metrics tailored to the specific functions of the front, middle, and back offices. Additionally, we redesigned career pathways, introducing a Career Lattice to enable employees to acquire diverse experiences along horizontal and vertical trajectories. Another crucial aspect was identifying the essential skills and behaviours required for future-fit leadership within the new structure. Furthermore, we identified performance indicators and competencies that were aligned with the redesigned job roles to ensure alignment with organisational objectives and foster continuous improvements.
Tier 4: Communicating the new structure.
We held a series of workshops across the organisation to articulate the rationale behind the new structure, outlining forthcoming job roles and process changes. In addition, leadership spearheaded small group dialogue sessions to elucidate the new structure's intricacies further. These sessions provided a platform for addressing initial operational challenges and fostering ongoing dialogue to ensure smooth implementation.
The Result
The revamped structure and processes drove better collaboration, leading to accelerated growth and increased market penetration.
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