Services

Transformation Design

Design the transformation before you build it.

Problem

The structure is from the last strategy.

Leadership has made the call. A growth bet into a new segment, a cost program for next year's margins, a core system renewal, AI rewiring how the work actually happens. But the operating model is still the old one. Roles built for the old setup. Decision rights scattered across units that used to matter. Processes designed when the business looked different. The friction shows up everywhere. Nobody has the mandate, or the time, to redesign how the business should actually run.

Solution

I redesign how the business actually runs.

We translate the strategic direction into how the organization should operate. Who owns what. How end-to-end processes flow across units. Where decisions sit. How governance and measurement support the new way of working. The output isn't a deck. It's a concrete design — roles, processes, decision logic — that leadership can approve, fund, and hand to implementation.

How it works

Scope the redesign

We define what's in and out. Which units, which end-to-end processes, which parts are off-limits because something else is already moving. Ambitious enough to matter, bounded enough to finish.

Design the target

Through interviews and workshops with leadership, we design the new operating model. Roles, decision rights, process flow, governance. We test it against the scenarios the old structure keeps tripping on.

Package the decision

You get a decision-ready recommendation: target model, transition path, impact on roles and units, dependencies. Ready to be approved, funded, and handed to an implementation lead.