The assignment:
We were tasked by a global player in the medical technology sector to prepare and implement the strategic integration of several sales-related functions into the ‘Global Revenue Operations’ area.
The driving force behind this was the increasing complexity of cross-functional processes in a diverse environment with customer-specific and increasingly digital products, necessitating a close, integrated collaboration of previously separate functions.
The approach:
In preparation for the integration, we collaborated with the relevant departments to map out the current state. Based on the identified core activities and processes, resource requirements, and future demands, we developed and assessed several organisational model options. These were discussed and refined in intensive leadership workshops, and we then selected the optimal target organisation in conjunction with management. To ensure detailed planning and implementation, we established a Project Management Office (PMO). This office translated the defined target organisation into concrete actions, addressed discrepancies between the current and desired states, and consistently managed the implementation.
The result
The project provided a well-founded, decision-ready framework and laid the groundwork for a future-proof organisational structure. Clearly defined roles and responsibilities enabled the timely and successful integration of functional areas, greatly enhancing cross-departmental collaboration.
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