Case Studies

Organisational Redesign Post Acquisition

We were engaged by one of the world’s leading betting companies, with thousands of betting outlets across Europe as well as over one million online customers.

They required support in integrating an newly acquired online betting exchange into its corporate structure, including a redesign of the existing organization to align to the parent.

 

Challenge

  • As part of the acquisition, our client had two objectives for the organization redesign:
    • To create an organization structure that delivers the vision and strategy as part of the Target Operating Model
    • To create more alignment of the acquired company to the parent, both in terms of roles, remuneration and t&c’s
  • As part of our overall leadership of the integration programme, we led an organization Redesign workstream to design and implement the new structure

Approach

  • We started by analysing the existing organization structure including spans of control, grading, reward, role titles, job descriptions and competency frameworks. We also ran time and motion (WILO) studies to understand how time was spent currently, alongside a culture survey
  • Having already worked with the newly formed leadership team to develop a vision, strategy and transformational roadmap for the organization, we took them through a series of OD workshop to define:
    • A set of organization design principles and corporate values
    • A high level functional structure and accountabilities aligned to the ‘to-be’ processes
    • Detailed organization structures by functional area (roles, headcount and costs), including a new off-shore team
    • Detailed role level RACI for the ‘to-be’ processes
    • Options for the people transition
    • The launch of the new organization
    • A balanced scorecard that could be cascaded into role-based KPIs
    • Governance structures
  • We worked with HR to:
    • Create new job descriptions, competency frameworks and performance management processes
    • Realign pay and benefits to the parent organization, including new grading structures
    • Plan and implement the consultation process including employee briefings, consultation scripts, redundancy and relocation packages
    • Define the selection process (skills mapping) and plan the people transition

Outcome

  • Successfully aligned all employees to the new structure
  • Maintained engagement and business performance through the people transition, with positive feedback from employees
  • Ensured forward control on the employee cost base through ‘red ringing’ and grade alignment
Bryony Graham
the authorBryony Graham

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