New operating model designed and implemented in eight weeks
From strategy to complex programme management, we provide hands-on guidance for organisations that operate in complex and highly regulated sectors, including aerospace and defence, technology products and services, education and central and local government.
This market leading education software and services business had major performance issues with one of its key technical divisions.
The group CEO commissioned a team of Monro Consulting specialists to review these issues and propose solutions. This provided the foundation for the design and implementation of a new operating model, all delivered within very tight timeframes.
Project background
Monro Consulting was called in by Tribal Group at short notice to lead the review of an existing technology division and to design and implement a new operating model. The new organisation was established within eight weeks of the project kick-off.
The work was carried out in three phases.
Phase 1, three weeks in duration, involved interviewing key stakeholders, researching similar businesses in the technology services and software products industry, and assimilating this information to develop a set of strategic options. This was essentially a 3-week High Spot Review tailored to this clients very specific needs.
The options we developed were work-shopped with the CEO and his Exec Team to develop a preferred option.
Phase 2, five weeks in duration, consisted of establishing a small internal change team, designing a target operating model (TOM) and developing a short-term transition plan to implement the TOM. The top level structure of the new operating model was established within eight weeks of the original kick-off date.
Phase 3 covered the roll-out of the remaining changes delivered over the following three months.
Key problems and challenges
The business had previously been restructured - approximately five years ago - with all software architecting, design and development in one division, distinct from a set of sales-focused teams roughly broken down by global location and market sector.
This had worked for a while, in terms of establishing common development standards, but had resulted in significant inefficiencies, poor communication and tensions between the teams. Also, many of the software products had become technology-pushed, rather than market-led.
There was also some significant differences of opinion over whether the new organisation should be functionally structured e.g. Sales and Marketing, Finance, Software Development, Professional Services, Support, or geographically structured (e.g. UK/Europe, Americas, Asia-Pacific or market structure: e.g. Higher Education, Colleges/Further Education, Schools.
Our Solution
It was evident from the outset of Phase 1 that the new structures could be implemented within these very tight timescales but that the full set of organisation, process, technology and culture changes would take longer to fully implement.
To this end, the team used Phase 2 not only to finalise and establish the top-level operating model but also to develop the longer-term change programme and establish the governance structures to deliver it effectively. The third phase, deliberately staged over three months, consisted of Monro Consulting providing specific interventions to support the ongoing professional development of the new management teams and the phased handover of change activity to the business-as-usual teams within the new operating division.
Monro Consulting led the development of the TOM and also facilitated the buy-in and involvement of key stakeholders in all stages of the work, including senior management, operational managers and staff, and HR and finance teams. The work ranged from gathering and assimilating data, identifying the strategic options, facilitating the Exec Team decision-making and designing key components of the new operating model.
Steve Bannister also led the development and execution of the short-term transition plan and supported the Tribal Programme Director in designing the longer term Change Programme.
The transition work included a range of communication events, facilitated workshops and supporting the first set of management board meetings.
The work was carried out in three firm-price work packages, all delivered on time, to the customers’ satisfaction and with no increases to budget.
Results
The new organisation structure for the division was designed and established successfully within the originally planned 8-week time frame. The structure, as signed-off by the CEO and his operational board, supported the three important axes of Market, Function and Location, with the lead axis being market.
The new operating model also reinforced the key concept of market-led software development and established the key leadership roles for Product Manager for each of Tribal’s core software products.
Client testimonials
“I am very pleased with the work that Monro Consulting has delivered for Tribal. Steve Bannister and his team were brought in at very short notice to help me and my exec team restructure a key division of our business.
The Monro Consulting team got up to speed very quickly with the particular challenges we faced and developed a very helpful set of comparator options from the wider industry sector. This generated the right level of debate within my team to assess the pros and cons and enable us to define the new operating model for our business. Steve has subsequently supported my divisional MD, Rob Garner, in the design and implementation of the new division”.
Keith Evans, Tribal Group – Chief Executive Officer
“I am delighted with the work Monro Consulting has done for us. Following the Exec Team selection of the high level operating model option, Steve and his team quickly established a core change team, consisting of key managers within the operational business, to design the TOM, create the short term transition plan and develop the longer term change programme.
Monro Consulting provided excellent consulting and facilitation skills. In particular, Steve supported me in developing and delivering a set of communication events to staff and management across the UK. He also facilitated the inaugural management board for the new division. The Monro Consulting team continues to provide very valuable insights and management development support as we bed in the new operating model”.
Rob Garner, Tribal Group – Managing Director,
Management Systems and Solutions (MS&S) Division