Scalable operationalisation of the corporate strategy
Creating structures, enabling growth - with the right target operating model
An international technology company had set itself the goal of consistently developing its business model in the course of digital transformation - with a focus on digital solutions and subscription-based services. The strategic direction was clear, but the operational implementation - particularly in sales - was reaching its limits. Together with undconsorten, a scalable target operating model (TOM) was developed in which the organization, processes and understanding of leadership were realigned for the future. We started with a comprehensive OrgScan to gain a very concrete understanding of where the real levers lie and then to work specifically on the necessary changes.
From analysis to implementation - customer-centric, agile, international
Initial analysis & target image
The strategy and ambitions were clearly defined at the start of the project. Initial management assumptions pointed to challenges in the area of leadership. Using a structured OrgScan - combining interviews, a company-wide survey and the analysis of strategy and management documents - a clear picture of the organisation was drawn. The company-wide survey, a proven undconsorten standard tool for this type of project, enabled us to identify organisational strengths and weaknesses quickly and accurately, free from subjective impressions or unsupported assumptions.
Key finding: Although the board had suspected room for improvement in terms of leadership, this was not the primary pain point. With the help of the OrgScan, we were able to find out that the existing sales structure could not realize the entrepreneurial ambition in its current form. This was the most urgent need for action.
Collaboration between head office and the regions, the use of digital tools and a lack of clarity with regard to strategy and derived roles were viewed as particularly critical. Based on these findings, three key areas of action were defined:
- Making strategy operationalisable: Derive a competitive product and service portfolio and a clear implementation path.
- Designing a target operating model: Developing structures, roles, processes and systems that enable effective, efficient and scalable collaboration.
- Strengthen collaboration across countries and divisions: Establish a multinational organisation with clear spaces and routines for cross-functional and cross-national collaboration - in line with strategic ambition and as a foundation for sustainable, scalable growth.
Development along the TOM model
The target image was concretised in two sprints - along the undconsorten operating model framework, which once again proved to be a helpful structuring logic for deriving concrete measures in this project.
Strategic framework
- Aspiration: Clear, ambitious growth targets, such as EBIT increase, cash flow optimisation or sales increase in the area of subscription-based services
- Performance: Introduction of strategy-compliant KPIs, OKRs and performance mechanisms
- Value chain: Specification and delineation of central value creation activities - from lead generation and sales activities to the quotation process.
Formal organisation
- Governance: Introduction of clear organisational structures, decision-making logics and global steering committees
- Structures: New role profiles (e.g. "Regional GTM Lead") and cross-functionalresponsibilities
- Processes: Standardised go-to-market processes and decision-making routes
- Systems: Requirements for the existing CRM platform, automation and digital interfaces
Collaboration/informal organisation
Introduction of cross-functional exchange formats, clear routines, common understanding of leadership.
- Skills: Development of a global sales enablement programme with toolkits and training courses
- Attitude: Promoting ownership, customer centricity and entrepreneurial thinking
- Leadership: Leadership behaviour as an enabler of performance and change - away from reactive management
Piloting & global scaling
The Target Operating Model was initially rolled out in the Europe region. Due to the diversity of the market, this region lent itself as a pilot. The first MVPs were tested and then refined: clear market segmentation based on newly defined logic, customised value propositions, resulting sales tactics, new role profiles, a standardised bonus and feedback system and structured decision-making processes.
The operating model was then further developed, scaled and transferred to other markets. Empowerment, associated enablement materials and locally adaptable guidelines ensured that it was firmly established. The blueprint developed in Europe served as the basis - supplemented by uniform standards and specific implementation recommendations.
With the new operating model, the organisation is now in a position to implement its strategic goals effectively and efficiently - worldwide. The roles are clear, processes are interlinked and the sales organisation is more customer-centric, data-based and efficient.
"The new operating model has made our ambitions achievable - with clear roles, more orientation and a real boost in the sales organisation."
Responsible programme manager in the transformation project
Broadening perspectives - further topics
Successful organisations are characterised by a common direction, effective positioning, committed employees, efficient managers, high-performing teams, a constructive culture and experience with change. These characteristics are closely interlinked and reinforce each other.
Change management
Successful changes in organisations go far beyond the implementation of plans - they require an adjustment in people's behaviour and cooperation. Whether a change of strategy, restructuring or acquisition: the key to success lies in winning over all those involved for the change and integrating them sustainably. Find out more about how we organise and support change processes in a targeted manner.
Operating Model
Efficient division of labour for sustainable success - A functioning operating model ensures clear tasks and roles as well as efficient processes that are aligned with the strategic goals of the organisation. It forms the basis for an efficient and agile organisation. We support you in optimising your division of labour and efficiently promoting collaboration and leadership in your organisation. Our approach helps you to quickly adapt your structure to changes and secure your long-term performance.
Strategic orientation
Clear and common goals are essential for successful organisations. They provide orientation in the market and for internal collaboration. Linking business strategy with vision and purpose is crucial. The larger the organisation, the more important it is to have a clear direction. Our approach anchors common goals in structures and processes, supported by proven methods to ensure a high willingness to change.
Talk to us
Do you have any questions or are you interested in working with undconsorten? Together we can discuss how we can make your organisation more successful with a holistic approach and functional expertise with a focus on sustainability, implementation and efficiency.
Our experts look forward to hearing from you!
