Full scope reorganisation of all functions of a large transport group engineering subsidiary

Strategic alignment and reorganisation of a large transport group engineering subsidiary. There were two objectives:

• Assess operational organisation efficiency after the business had been running for three years
• Satisfy group development ambitions on two strategic market segments: urban and international

• New organisational structure defined and implemented in four months to match the client’s strategic priorities
• Clear one year roadmap designed and shared to improve and boost sales and marketing efficiency
• Greater employee involvement sustained as a result of change management and collaborative initiatives
• Better client knowledge of competitors and shared assessment on organisation efficiency

• Top Management involvement
• Effective change management

We took a five step approach:

• Organisation/strategy diagnosis: interviews and benchmark study, identification of priorities
• Target organisation definition: convergence on detailed scopes, roles and responsibilities, update of quality referential
• Defined and implementation of a detailed transformation plan: definition and management of nine streams (including HR, finance and businesses), contribution to first actions
• Defined and launched a sales and marketing improvement project: this saw internal / partner / customer interviews, a benchmark study, detailed action plans and launch of implementation phase
• Change and communication management