COMPANY NUMBER

Organisational Design Experience

In a large company there was a need to integrate previously separate business units under a consistent governance structure and processes. The company operated globally with a mix of regional hubs and therapeutically organised central staff but was located across multiple sites.

In undertaking this project the initial task was to clarify the baseline numbers of staff and budgeted headcount in each function and site. As the company did not have an integrated system, an extensive exercise was undertaken to establish the baseline and then the extent of duplication across units. This was used to determine and agree with senior management the financial and headcount targets for efficiency. A 'bottom up' design approach was used to establish the scale and scope of the workload, estimates for organic growth and determining how the functions should best interact in not only their cross functional teams, but in establishing appropriate GxP governance oversight and processes without being overly constricting to decision making. 

These principles were applied across the functions so that a new organisational design could be constructed by function heads to achieve their efficiency targets. This was ratified by the project leads and their functional representatives so that design principles could be maintained. In addition it ensured that no incorrect assumptions had been made that would lead to inadequate resourcing or governance. Through this iterative step some adjustments were made during the design phase and later in the implementation phase, to ensure that the organisation was able to work effectively.

On entering the implementation phase a co-ordinated roll out plan was put in place. This required Trades Union negotiations and consultation with staff to ensure all legal requirements were met. After a year the project had delivered its required savings, had managed a substantial reduction in duplicatory headcount and a site closure. In addition the company had recruited a large number of new staff and implemented new working practices at its retained sites, to manage the ongoing work in a reduced geographical footprint. During this transition, detailed handover plans were made which were monitored to ensure no governance issues or project delays arose as a result. 

Please contact us for a discussion of how our Organisation Design experience can help your company move to new ways of working that anticipates new relationships

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