The large information services company was lagging behind due to a decentralized global operating model that didn't readily synchronize across regions and countries.
Conduct focus interviews with key stakeholders across the global presence, resulting in an organization redesign effort with focus on structure, capabilities, roles and responsibilities.
Develop centralized structures and capabilities where necessary, and keep rest regional. Leverage shared services functions across regions and identify global opportunities for profitability.
While growth synergies were targeted with a centralized structure, this created opportunities for key talent to develop experience with regional functions. Revenues increased 5% due to the new operating model.