- June 2026
In our In Practice articles, our consultants share their experiences from what transformation actually looks like on the ground – the challenges they encounter, the insights they gain, and the lessons that matter most in real client situations.
Meet Goran Rauof, a Senior Manager at BearingPoint in Sweden, with more than 14 years of experience from leading business, digital, and operational transformations.
I bring a combination of consulting and senior client-side experience, with a focus on translating strategy into execution and measurable outcomes. At BearingPoint, I partner with global organizations to drive performance, scalability, and customer value. Alongside client delivery, I contribute to growing our Customer & Growth offering through business development, key account management, and thought leadership.
Throughout my career, I’ve worked across industries including banking, insurance, retail, energy and non-profit - consistently at the intersection of business strategy, process design, and technology. Today, I focus on helping organizations align fragmented ways of working and build the foundations for sustainable transformation.
Why fragmentation becomes a transformation blocker
In many global organisations, years of growth lead to fragmented and locally optimized processes. While this often supports speed early on, it eventually limits productivity, scalability, and transparency.
In one recent transformation context, my role was to help identify which processes truly benefit from harmonisation, define practical implementation approaches, and build a strategic transition plan with a clear business case. The overarching goal was to improve business performance without undermining local strengths.
Global ambition, local reality
Fragmentation is rarely intentional. It grows through M&A, decentralised decision-making, or historic autonomy. Over time, organisations end up with complex process landscapes, duplicated work, and inconsistent data - all of which make performance management and scaling harder.
One of the most delicate balances I see is between global and local. Over-standardisation can suppress agility, while too much local freedom limits synergies. Striking the right balance is as much about people and governance as it is about process design.
Technology alone doesn’t solve this. Without clear processes and ownership, systems simply reflect existing complexity. I’ve seen technology investments increase complexity when process clarity comes too late.
The key is to harmonise what truly drives enterprise value, while allowing room for smart localisation.
Why strategy, governance and people matter more than tools
Successful harmonisation starts with a clear case for change, anchored in strategy. Cost pressure, inefficiencies, quality issues, or lack of transparency often create momentum, but only clear business objectives provide direction.
Equally important is governance and ownership from day one. Clear decision rights, empowered global process owners, and visible leadership sponsorship create alignment from strategy to execution.
Finally, change management must be built in from the start. Involving key users and experts early turns harmonisation into a shared mission rather than a top-down mandate, significantly increasing the chances of lasting change.
Process clarity before technology
Put process clarity at the core of your transformation. Decide which processes must be global and which should remain local before implementing new technology. Anchor those decisions in business value, establish clear governance, and engage the people who run the processes daily.
Based on my experience, lack of process clarity rarely causes immediate issues, but it becomes costly over time. Organisations that invest early in process harmonisation reduce complexity and significantly improve the success rate of large-scale transformations.
