Real growth creates structural stress. Roles blur, handovers break down, senior people get pulled into execution they shouldn't be doing, and demand starts outpacing the organisation's ability to deliver consistently. The company is not in crisis — but it is inefficient in ways that hinder future growth and profitability.
Things that used to work are starting to break as we scale.
We can win the business but we struggle to deliver it consistently.
My best people are doing the wrong jobs.
We are not creating the economics of scale we were aiming for.
Defined and scaled the technical consultancy unit; shifted the wider organisation to a matrix structure aligned around client verticals.
SAP S/4HANA programme leadership at ECCO; capability development at scale at Implement.
The first move is reading the operating model end-to-end — through the three lenses, with the Inside-out view leading. Engagements often combine an Analysis of the operating model and organisational shape with an Implementation that puts SOPs, governance, and decision-rights in place. Where the work is mainly transformation programme oversight, Programme Oversight (Sune-led) is the right shape.
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“The structural cost of bad operating-model decisions reaches the P&L within the year.”
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