designing growth that lasts
the challenge
Our client, having rapidly grown into a FTSE-listed business, faced inefficiencies and lacked an integrated strategy. The expansion had left unclear roles between divisions and central functions, stunting performance and complicating alignment efforts. The effect was that the business lacked the tools and structures to develop, align behind and execute a clear strategy.
the results
Designed and implemented a unified commercial process and organisational structure.
Enhanced sales capacity by 25%, leading to 5-10% revenue growth and a 30% improvement in on-time delivery.
Defined new roles and clarified accountabilities, ensuring consistency and effectiveness across regions.
the process
Phase one involved strategy clarification with the leadership teams of each division, governance structure design, designing governance structures, and setting up a reporting team – processes required to maintain focus on the strategy.
In phase two, we reviewed the core commercial processes, identifying pain points through a customer-back approach. We also piloted a commercial – hothousing – approach, embedding teams at a local site and testing outcomes before scaling. To support the roll out, we engaged with teams across the organisation to clarify accountabilities, guide enhancements to core commercial systems, design effective cross-functional interfaces and develop a new commercial playbook to serve as a guide to best practice in the long-term.
Alongside the process improvement work, we designed an organisation capable of delivering its renewed ambitions. We mapped the capabilities required, today and in the long-term, by analysing the existing organisational structure (which identified gaps in capability aligned with the core process, variance across regions, and more).
We created common design principles to guide the future state capability needs and organisation design (which led to a restructure of the business under two regional MDs and implementation of new model consciously separating different teams). As with all our projects, this one was about setting our client up for long-term success by aligning accountabilities, improving commercial processes, and creating a map for the future.