client
For a leading European infrastructure company
industry
Infrastructure
Duration
6 months
services
Culture and values
Change Management
How can we drive down operating costs significantly while sustaining significant growth over the next years?
What are the key levers that drive cost and how can we modify the variables of the performance formula in each?
The key was to break down functional silos which made optimization impossible. For example, third party spend was highly dependent on the efficiency of internal operations, workflow, availability of information and integrated systems. As a result, mere retendering had marginal impact on total cost.
We focused on accelerating implementation of new technology that was key to drive efficiency and integration with suppliers and clients. Legacy culture drove each area head to resist outside help and internal collaboration for fear of being seen as “unable to manage your function”, so the transformation needed to be framed around new values necessary to drive performance, with leadership being kept accountable for personifying those new behaviors.
