Driving revenue by improving organisational effectiveness and business execution

Consumer Tech / Operating Model

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Context

This consumer tech business wasn’t achieving the aggressive business results it had set itself, despite an impressive historic growth trajectory, a well defined new strategy and the recent hiring of a highly capable and experienced leadership team. The talent within the business was top quartile and were driving hard to targets, but still failing to achieve the results the exec believed were possible.

Approach

We carried out a 12 week project with 2 phases, a diagnostic phase and a blueprint design phase. In the diagnostic phase we worked with the leadership team to identify the root causes of poor execution and discovered three painpoints:

The business had outgrown its org structure which was no longer aligned with the strategic priorities, such as international expansion
The business had lots of highly capable individuals but they lacked clear accountabilities & weren’t focused on the right set of activities and metrics to deliver the strategy
The business had grown headcount so quickly that teams were now working in silo’s, resulting in ineffective outcomes for customers

In the design phase, we agreed on the key principles of the operating model and a blueprint that would enable the organisation to align on and then deliver its strategy.

Results

We redesigned the org structure, identifying the business-critical functions that would deliver the new strategy and changing reporting lines where needed. We put in place new operating principles and ways of working to foster better cross team working, particularly between the customer facing teams (sales, customer success) and the product and engineering teams. Finally, we distilled the strategy into clear accountabilities that were rolled out through business-wide OKRs, dramatically improving the efficiency and efficacy of the team to impact the business’ key growth metrics and ultimately drive revenue.