Operating model and organisational design
We helped a client reduce complexity whilst improving profitability and scaling for the future
Our client asked us to help them enhance their near-shore operations in Budapest, so they could to transition all non-revenue related sales activities from their c.10 European Retail sales locations.
The challenge
Our client asked us to help them enhance their near-shore operations in Budapest, so they could to transition all non-revenue related sales activities from their c.10 European Retail sales locations
We were asked to support on two fronts:
- Designing a new Target Operating Model for the team in Budapest
- Develop a repeatable methodology for executing the transition of sales support activity from all ten European offices into Budapest. It was important the approach was suitably detailed – enabling the transitions to be effective - also user-friendly enough for teams to follow
Our approach
Leveraging previous PEN work covering the same scope, we worked with the retail leadership team to identify existing operating model issues in Budapest and identify important challenges to overcome to ensure the future operating model and activity transitions were successful.
This allowed us to quickly build a picture of the people, processes and technology required to optimise the Budapest target operating model
As a result, we quickly obtained UK leadership agreement including ‘country heads’ throughout Europe that our proposed target operating model & transition approach design and methodology was the right way forward
The outcome
Achieving consensus was key to our success in affecting the way Budapest would operate. We helped our client clarify & buy into the new operating model and identified areas for strategic improvement including options to enhance governance, team structure and technologies – enabling the Budapest team to better support the European sales offices
We also identified the key stakeholders / team who could champion the process, enabling future transitions to be effectively delivered over the next 18 months
By ensuring we received meaningful input from a core set of stakeholders upfront and by regularly playing back our outputs, we were able to deliver both outputs within a very tight 6 week timeframe. The transition of activities is well underway and we have recently learned that the client have been successful in achieving their goals, as part of their first wave of transition
The new operating model for Budapest is ‘bearing fruit’, with a better enabled and more focused team on the ground
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