Challenge

Six months before the start of a five-year transformation program, the client faced the challenge of developing a suitable organizational structure. Under the leadership of the technology division, all departments were affected by the transformation. All central core processes and business capabilities along the entire value chain were reviewed. The goal was to create an organizational structure that institutionalized cross-functional collaboration throughout the entire transformation program.

Solution

In a series of co-creation workshops with senior management from all departments, department-specific priorities were agreed upon. Together, a decision-making structure and a “mode of operation” for collaboration during the transformation were developed. In addition, a cross-functional transformation leadership team was formed. To manage the transformation, central process flows (process organization) and a role model for defining the organizational structure were developed. 

Impact

The customer began the transformation with an organizational structure based on end-to-end value streams. Thanks to the full support of all managers from the specialist departments and clear alignment on common priorities, a smooth start to the transformation was ensured.