Challenge
Our client is in the pharmaceutical wholesale sector and had been acquired by a global conglomerate.
We supported them in the separation from the former parent and the realignment of its business with the new parent organisation. The main objective was to standardise and to avoid duplicated capabilities.
Approach
- We did a detailed end-to-end maturity assessment of their IT organisation.
- We identified gaps in capabilities and through stakeholder interviews documented desired future state outcomes to be delivered in the new operating model.
- Peru redefined the operating model which would best fit the new wider organisational structure and avoiding the need to maintain parallel capabilities.
- We defined the capabilities that our client would consume from its acquiring parent organisation.
- Built a blueprint for the new structures, including roles, capabilities, and interdependencies.
- Peru defined the transition plan to realign the operating model.
Outcome
- New Operating Model blueprint helping them determine appropriate decision rights, ways of working, commercial principles and sourcing strategy.
- Transition Plan and Roadmap enabling them to mitigate against risk and accelerate the exit
- Business demand prioritised enabling better management of technology investments