An operating model for a business that had doubled
A professional services group
Growth had outrun the structure. Decisions were taking months.
The challenge
Two acquisitions in three years left three ways of doing everything and no clarity on who decided what. Good people were leaving because nothing moved.
What we did
We mapped where decisions actually got made against where they were supposed to be, then redesigned around a small number of clear accountabilities and a governance cadence people could keep.
The outcome
Decision cycle time fell sharply, and the leadership team now spends its meetings on the choices only it can make.
Results
What changed
- −70%
- decision cycle time
- 3 → 1
- ways of working
Practices
Our practices
Where we are asked in, and what we do once we are.
- 01
Growth strategy
Where to compete next, and what it will take to win there.
Leadership teams facing a genuine choice about direction.
- 02
Operating model design
The structure, decisions and accountabilities the strategy needs.
Organisations whose structure is now fighting their plan.
- 03
Performance improvement
Margin, cost and productivity, found where it actually sits.
Businesses under pressure to improve without breaking anything.
- 04
Transformation delivery
Programme leadership for changes too big to run on the side.
Boards who have approved a change and need it delivered.
- 05
Commercial due diligence
What the business really is, before you commit to it.
Acquirers and investors under a deadline.
- 06
Standing advisory
A senior sounding board, on call, without the engagement.
Leaders who need a candid outside view they can trust.
Let us look at it properly
An initial conversation is free and confidential. If we are not the right people, we will tell you who is.
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