To combat the challenges brought on by the COVID-19 pandemic, our client, one of the world’s largest e-commerce companies, had to quickly pivot to new ways of working globally.

While making good progress toward globalisation, several new challenges arose for them:

• regional and sub-regional silos were replaced by functional silos, resulting in a lack of integration and collaboration
• there was a lack of clarity and overlap in the organization’s employee management and vendor organization roles and responsibilities
• the organization was lacking transformation and change management capabilities needed to drive sustainable change
• the organisation’s employees were unable to leverage their biggest vendor well enough to maximise benefits in globalising processes and satisfying customer requirements

Our Approach

The Incendium team partnered with the client organisation to help rethink and redesign their operating model, governance, key processes, and organisational structure to overcome these challenges and meet their vision.

We started by analysing the current state of the client organisation’s service delivery across the regions, alongside understanding key issues and challenges in governance, process, customer service and operations.

Based on the challenges and capability gaps identified, we designed the operating model that would help solve for them, putting a focus on creating a high performing organisation aligned to business strategy, need and expectation. The operating model would support the business while driving standardisation, consistency, productivity, and efficiency across the global portfolio.

Next, the team collaborated with the client organisation’s leadership team to co-design the right high-functioning organisational structure that would support the operating model and meet the organisation’s vision. The redesigned organisational structure would allow seamless support of client org businesses across geographies and across facilities and real estate services.

Outcome

The final design supported the transition to being a truly global real estate function and addressed the capabilities needed to keep up with the fast paced, transformational nature of the overarching customer organisation.