While incremental process improvements are available in most teams and functions; it is the big, structural changes within organisations, which if not well managed, can become a minefield.
Structural change means working across functions and markets to identify best practices, respecting different cultures, understanding differing business requirements, and often competing agendas, priorities, opinions and motivations.
Structural change is difficult and requires a great deal of clarity and vision, combined with decisive leadership to see it through.
There are many triggers for structural change; whether driven by mergers, acquisitions or divestments, or internal change; for example, when entering new markets, launching new products and services, or improving the structure and performance of a global supply chain or supporting function.
At SmartChain, we understand the process of structural change extremely well. We have our own personal experiences, having been at the heart of large restructuring exercises. These experiences have helped us to develop a set of techniques to assist organisations bring the required clarity, to visualise, communicate and plan for change.
Our core approach is based on the use of the Target Operating Model (TOM) and the development of the Transformation Road Map (T-Map) – integral to creating the financial business case.
We use the concept of ‘Target Operating Models' to help you translate your overall business and operations strategy into a future ‘Ideal State' design. The T-Map sets out the road map to develop those capabilities and the logical structure of projects required to deliver the changes.
Our proven approach can be applied at a divisional, regional or business unit level. Details of the workshops and timings are tailored to suit specific client business needs and scope under review.