Transforming international organisations without losing the ability to execute
When headquarters and subsidiaries struggle to work together, the problem is rarely one person. It usually lies in decision rights, interfaces and the accumulation of change.
CEOs, regional management, group subsidiaries and mid-sized companies; leadership teams facing HQ–subsidiary friction, cumulative transformations and overly complex decision processes.
Decisions take too long, responsibilities overlap, procedures describe one organisation while people work in another. Execution suffers long before results show it.
- 01
Analyse the operating model
Responsibilities, P&L where relevant, and the critical decisions.
- 02
Observe real work
The gaps between prescribed procedures and the work actually done.
- 03
Locate friction
Dependencies, duplications, interfaces and arbitration delays.
- 04
Co-build the new set-up
Roles, steering rituals, delegations and follow-up measures.
- Organisational diagnosis
- Decision matrix
- Responsibility map
- Phased transformation plan with success criteria
Diagnosis, consulting mission or leadership-team support. Scope defined by quotation. No quantified improvement is promised before diagnosis.
Experience of leading businesses, teams and transformations across Europe, Asia, Africa and the Middle East, gained in executive roles at Schneider Electric.