Transform & Thrive - Insights

Rescuing and Revitalising a Stalled Transformation Programme?

Transforming an organisation is critical for staying competitive, but many transformation programmes fail due to insufficient planning, poor prioritisation and lack of stakeholder engagement.?

Rejuvenating a stalled transformation plan requires reconciling objectives with performance gaps, developing a coherent plan, and actively re-engaging stakeholders to reignite commitment and ensure measurable impact. ?

L.E.K. has developed a robust transformation framework to revive a client's stalled programme, achieving significant cost reductions and sustainable outcomes. ?

Key to success was restoring consistency, redefining priorities, and fostering a culture of change. We employed benchmarking to size the prize, then worked on benefit initiatives and enablers with client teams, and delivered actionable charters signed-off by executives to ensure measurable impacts and accountability. The revitalised transformation roadmap led to a 15%-20% cost reduction over five years, driven by over 60 benefit initiatives and 30 enabling projects.?

Read the full article here to understand how to revitalise your stalled transformation programme.?

Boosting Operational Scalability?

L.E.K. supported a services and logistic provider in designing a new target operating model (TOM) aimed at enhancing operational scalability. Within just five weeks, we conducted site visits across multiple countries and engaged intensively with the C-suite, senior management, and staff. This process assessed the existing ("as is") operating model and identified critical business requirements for the new TOM.??

Foundations for a new TOM?

L.E.K.’s assessment and and high-level business configuration recommendations established the groundwork for designing the detailed TOM building blocks. Key considerations included:??

• Addressing organisational culture: Ensuring that staff are not overwhelmed by simultaneous changes.??
• Empowering Service Delivery: Enabling those who deliver the services to make daily decisions within agreed constraints??
• Focusing on Business Development: Priotising structured and coordinated business growth. a clear emphasis on business development in a structured and co-ordinated fashion?
• Facilitating Future Acquisitions: Allowing quick integration of new acquisitions to minimise operational disruptions.?

?Critical success factors:?

?To support future growth and ensure overall scalability, L.E.K., considered several critical success factors during the development and design of the new TOM:??

• Current operating model assessment: Understanding and evaluating g the current? operating model and global organisational structures across geographies through site visits and interviews with management and staff?
• Gap analysis: Identifying gaps within the current operating model.?
• Operational strengths and weaknesses: Assessing what was not working through selected client/customer interviews.?
• Competitor benchmarking: Analysing on their organisational structures to understand how they are structured and organised.?
• Key design principals: Co-developing these principles with the c-suite to ensure their buy-in??
• High-level business configuration: Developing an overarching? business configuration (see Figure1).?
• Detailed design areas: Outlining areas of deep dives into detailed TOM building blocks?

Through following this approach and considering these success factors, L.E.K. provided the client with a robust foundation for their new TOM. This has enabled the client to achieve operational scalability and efficiently integrate new businesses through M&A acquisitions.?

For more information on this please reach out to John Goddard, Philip Roux and Marc Seipp?

Building the Leadership Team in a Merger Integration?

Building a strong senior leadership team (SLT) is crucial for successfully navigating the challenges of a merger integration. Effective leadership can manage the complexities of merging different cultures, systems, and processes, setting a unified direction and operational goals. ?

There are several approaches to forming the SLT, each with its own benefits and drawbacks. Making a single change at the top by replacing the legacy CEO can minimise disruption but may delay integration efforts and create uncertainty. Alternatively, combining the leadership teams of both companies, known as a Combined Mega-SLT, can foster collaboration but may lead to power struggles and inefficiencies. ?

Selecting the right strategy is vital to ensuring a smooth integration process and achieving the strategic objectives of the merger. Corporate leaders must carefully evaluate their options to build an effective leadership team that can drive the new organisation toward success.?

Read the full article here to explore these strategies in detail and learn how to build a successful SLT during merger integration.?

L.E.K. Thought Leaders

Connect with us

Claudio Molinaro, Partner; Jean-Philippe Grosmaitre, Partner; Philip Roux, Partner; Sebastian Olbert, Partner; Sebastien Beausoleil, Principal; Tom Marshall, Principal