INTEGRATION
A complex integration of 19 autonomous divisions into one company operation.
The problem
“You’re our go-to-firm for the truly tricky stuff”, was the opening of our briefing. An executive was tasked with forming a single sales division made up of over >2,000 FTE who managed over 25,000 customers and $2.2B in revenues. For years it had run as 19 separate divisions.
Our solution
A VF Director and an Executive Consultant stepped into the Strategy/Transformation Director and Co-Director positions respectively. We developed and led a strategy and transformation portfolio delivering sweeping changes over a 4 year engagement.
The process
In close partnership with the Divisional Sales Director we devised a plan and approach to bring together a ‘one-company; strategy and operating model. We led a program to define and implement:
- A ‘customer-centric’ strategy with clear revenue uplift and savings opportunities
- A new organisation design and organisation structure
- A standard set of business KPIs, processes, tools, reporting and incentives tailored to defined areas in the organisation
- the upgrade of several core systems across the division
Next we defined and led a detailed transformation program to:
- Appoint and form a new leadership team
- Transition >2000 FTE into the new structure while capturing related savings
- Reconfigure systems to support the structure
- Implement incentives focused on revenue uplift
- Train staff at all layers on new processes, while integrating with neighbouring functions
- Implement new tools and ways of working.
