Creating a new operating model for scalable delivery teams

The Client


Finnish consulting company with ~ 300 employees in Finland


The Challenge


Following a new business acquisition, our client was restructuring its consulting offering and business model, and needed help planning how newly combined service lines should be offered and delivered to their customers. The current operating model had been in use for several years, but wasn’t scalable enough anymore to provide for their most important target customer group.


The sales and production team also had a lot of overlapping responsibility areas and gaps in their work distribution, which had caused continuous issues both internally and in customer-facing tasks. To fix the challenges, we were tasked to identify and design alternative operating models that would both improve efficiency and increase customer satisfaction.


The Solution


Our approach for the job was simple: evaluate the current state, explore alternatives, define decision-making criteria and develop the new operational model, all in 5 weeks. With a focus on the company’s selling proposition and consulting offering, current capabilities and operational change needs, we designed two alternative models for distributing the workload between the marketing, sales and consulting teams.


For the chosen operating model, roles and responsibilities were further defined, with a special focus on team handovers and information flow from one team to another.


To promote efficiency, the operating model was designed differently for different customer groups, with the largest and most profitable customers receiving most attention from both sales and production teams.


Finally, we identified competence gaps and resource needs for the teams, set up new metrics and incentives to drive people and teams towards newly set, shared targets and defined key development themes for the next year.


The Impact


Redefining the sales team’s roles and responsibilities freed up sales people’s time to focus on their most profitable customer group, which had previously been underserved.


For the production team, the new operating model brought clarity: by being involved in the sales process at an earlier stage than before, they had the chance to impact their future projects’ planning and schedules, and could resource projects accordingly at an early date.


At the individual level, the new operating model gave more flexibility for role design and tasking. More junior team members were also newly tasked with client-facing duties, which made their roles more diverse and sped up their learning.



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