Our client, a global provider of outsourced government services, was entering a period of renewal and was facing a series of challenges: the corporate cost base was considered to be too high, revenues over the coming years were uncertain and would require profitable diversification into new markets, the UK and global businesses required better integration, and the business had not adapted to changing market conditions, bringing increased competition and pressure on margins.
The view of the Executive Group was that the only way to overcome these challenges was to develop a new organisational target operating model (TOM), which was flexible, adaptable, and scalable.
Working with the Executive Group, we defined the aspirational, future state of the organisation, by creating a set of hypotheses for organisational transformation and calculated the potential payback/value of the programme.
As well as creating the ability to make better, more informed decisions, we also provided our client with the tools to mobilise the programme and executed the first initiatives to get the transformational change programme underway.
Our client now has a blueprint for its future that includes:
- a clear set of recommendations for the Target Operating Model,
- a detailed business case including costs and associated benefits,
- a clear, sequenced implementation plan to deliver the required change, and
- a range of supporting tools and frameworks to embed the changes into ‘business as usual’.