Selected work
Every organisation is different. The underlying questions are familiar.
How do we grow? How should we organise? How do we make complex decisions and deliver change? These examples show the range of problems we help solve, from multi-year global programmes to focused strategy assignments.
Client relationship
One global MedTech group. Work across the organisation.
These workstreams come from one long-standing client relationship, across strategy, organisation design, transformation delivery and capability building.
Client
Global MedTech group
Strategy & portfolio
Organisation & operating model
- Global operating model 3 regions · 4 business units
- Regulated-function accountabilities
- Finance shared services40+ countries
- People strategy and organisation redesign
Transformation delivery
- Multi-wave transformation office 3 sequential assignments
- Commercial and marketing transformation
Leadership & capability
- Launch excellence 875+ colleagues · 25+ countries
- Senior communications for strategic change
Detailed case studies
Featured engagements, from challenge to delivery.
From regional complexity to clear global accountability
Redesigning a global operating model across three regions and four business units.
Making product launches consistent across 25+ countries
A global product-development and launch framework, embedded through practical tools and capability building.
Bringing discipline to R&D portfolio and investment decisions
Clarifying how business units and central technology leadership make investment and product-development decisions.
Keeping a multi-wave transformation on track
An integrated programme office coordinating process, systems and ways-of-working change across successive waves.
Creating clearer governance for pharmaceutical development
A more coherent governance and enabling-operations model for a complex global drug-development organisation.
Focusing a specialist materials business on its priority growth markets
A multi-year strategy across medical, diagnostics, automotive and industrial markets.
Bringing two specialist product portfolios to market as one
A clearer customer proposition and commercial model after combining specialist membrane capabilities.
Building a practical route to the UK market
Commercial strategy and hands-on market development for a European food supplier.
Clarifying the proposition for secure digital payments
Making tokenisation and e-commerce risk products easier to explain, position and prioritise.
Structuring an investment case for a global infrastructure business
Industry economics, strategic position and value-creation options for an international port operator.
Brief summaries
Additional project examples across markets, disciplines and business situations.
Clarifying regulated-function accountabilities
Designed organisation options and responsibility maps for Quality, Regulatory Affairs, Clinical and related technical functions during a wider operating-model change. Work covered central and business-unit interfaces, leadership accountabilities, transition risks and executive decisions.
Designing a global finance shared-services model
Developed an international finance operating-model approach covering global hubs, service interfaces, governance and migration considerations across more than 40 countries.
Coordinating commercial and marketing transformation
Set up management routines and practical delivery tools for linked commercial and marketing initiatives. Activities included workstream planning, implementation waves, decision tracking, reporting and risk management to help teams coordinate execution.
Connecting people strategy with organisation redesign
Supported the alignment of people priorities, workforce capability requirements and leadership expectations with a revised operating model. The work brought organisation choices, capability planning and change communications into a common discussion with HR leadership.
Helping senior leaders communicate strategic change
Provided strategic and marketing support to business-unit leadership, including senior communications, priority setting and decision materials. The work complemented a broader period of growth, operating-model and governance change.
Linking sustainable growth to the operating model
Linked growth priorities with commercial execution and organisational design for a specialist manufacturer. Leadership alignment, resource priorities and go-to-market planning formed part of the transformation agenda.
Sequencing a new European commerce rollout
Developed a market prioritisation approach for a secure commerce proposition, combining market attractiveness, existing presence and implementation readiness. The proposed framework supported phased launch decisions and minimum viable country propositions.
Linking digital product portfolios to market demand
Assessed product priorities, customer propositions and go-to-market decisions for consumer and business digital payment services across European markets. The work connected portfolio choices with commercialisation planning.
Exploring growth through loyalty and offers
Assessed the attractiveness of new European markets for loyalty and offers propositions, including potential strategic partnerships and route-to-market options for a consumer financial services business.
Assessing strategic fit before an acquisition
Reviewed prospective target-company economics, market conditions, competitive positioning, business-plan assumptions and portfolio fit to support structured investment choices.
Putting governance behind enterprise transformation
Designed a hands-on transformation-office approach for cross-functional change, bringing together workstream coordination, executive decision materials, management reporting and change communications.
All client work is anonymised.
Discuss a challenge with us
Redesigning an organisation? Shaping a growth plan?
Whether you are mobilising a complex transformation or setting a new direction, we would welcome a conversation.