Organisational Effectiveness
Organise the business for better decisions and stronger performance.
Operating model design
Define how group functions, operating businesses and country teams divide work, share capabilities and serve customers.
Organisation design
Align structures, reporting relationships and roles with the responsibilities and capabilities the business requires.
Decision authority and governance
Establish who decides, who contributes and how matters crossing functional or business boundaries are resolved.
Process improvement
Identify where handovers, repeated tasks and approval requirements create delays, rework or poor service.
Shared services
Design service responsibilities, staffing and charging arrangements across the businesses using shared capacity.
Leadership capability
Develop the management practices required for new responsibilities, including coordination, decision-making and performance reviews.
Client challenges addressed
Group and country teams are duplicating work
We assess which activities benefit from shared capacity and which need to remain close to local customers and operations.
Intended outcomes
- 01
Decisions at the appropriate level
Defined authority and contributions, reducing uncertainty about who can act.
- 02
Clear responsibility across teams
An agreed division of work between functions, businesses and country operations.
- 03
Better coordinated services
Processes and shared-service arrangements designed around the work and capacity required.
- 04
An organisation prepared for change
A transition plan addressing management responsibilities, communication and capability development.
Engagement approach.
Trace the problem through the organisation
We examine operating information and speak with the people responsible for the work. This establishes where the current arrangements affect performance.
Design around the business requirements
We compare options and make the trade-offs explicit, including costs, local responsiveness and management workload. Leadership agrees the design and its implications.
Implement and assess performance
We work with managers through the transition, resolve practical difficulties and review whether the changes address the original problem.
Featured case study
Redesigning shared services across a pan-African group
A financial and insurance services group required a revised model for delivering shared services across its businesses. The assignment assessed structure, processes, staffing and service charging. It produced a shared-services design with clearer responsibilities, supported by change management during implementation.
A defined shared-services model with clearer responsibilities.
- Sector:
- Financial and insurance services
- Market:
- Pan-African
Start a conversation
Tell us where the organisation is slowing decisions, duplicating effort or making it difficult for teams to deliver.
Talk To UsFAQs
Does this always involve restructuring?
No. The issue may lie in decision authority, processes or coordination. We establish the cause before recommending structural change.