Objective definition:
The group evolved from one business to now 30+ business entities, in multiple sectors and geographies. Functions were siloed and fragmented with close supervision needed from Head Office for various operational matters. The functional units had limited standardization and efficiency concerns. They were going for digital transformation and intended to optimize and standardize the operating model.
Approach: As a team lead on the program, our approach was as follows:
- Business vision workshop: conducted leadership workshops to understand and align on the business vision for group, its businesses, and outlook over 3-5 years horizon.
- Maturity assessment: Mapped the high-level processes and assessed the maturity level of key functions and processes as well as target maturity levels.
- Organization Analysis: Mapped existing placement of functional units across the group and alignment issues, along with key principles to be followed for to-be state.
- To-be state: Re-engineered the functional architecture standardizing the head office role, business units, autonomy and delegation matters. Defined the to-be state of optimized processes at functional and business unit levels.
Time frame: 6 months