The external demands placed on organisations in the post-financial crisis world are many – whether it be downward pressure on margins forcing a new focus on operational efficiency, a regulatory drive to strengthen  the balance sheet and manage risk more effectively or growing customer expectations regarding how they should be served if they are to remain loyal.  Shifting demands such as these are forcing organisations to take a more systematic look at their operating models and redefine them to be flexible and scalable whilst maintaining or reducing the cost base.

At Egremont, we specialise in helping customer-facing businesses respond to this challenge.   Our customer centric approach to operating models enables a joined-up customer experience supported by the behind the scenes organisation design, end to end processes and management system which will deliver the vision. 

To achieve such far-reaching change, requires a robust approach to both defining the To-Be operating model and planning/structuring a programme to deliver it, and to ensure the new model is sustainable long after the transformation programme has closed down. We help our clients to define a clear vision, customer value proposition and an appropriate set of balanced scorecard KPI’s which cascade down from the strategy and business plan.  Next, we work with our clients to define the business capabilities which will be required to deliver the ultimate vision and the interim capability states along the transformation journey.

Our change management and lean continuous improvement expertise can then help speed you on your way to implementing your To-Be Operating model design.