- Telecoms & Media
- Enterprise Transformation
- Business Case
Launching the activation cycle for a new Operating Model
The Customer
Technology brand for a major telecom operator
Background and objectives
- After 2 years of designing a new target operating model which will profoundly alter the company's strategic priorities and governance, it is necessary to ptake a step back to define how to activate the transformation.
- A first seminar bringing Comex together in an off-site location to take stock and define how to activate and accelerate the transformation: flow of priorities, evolution of Comex work patterns and day-to-day priorities, definition of communication and dissemination to teams to ensure adoption and ownership.
- A second seminar to get teams on board and motivate them to launch the transformation operationally.
Results
- A solid, adopted roadmap to activate and accelerate transformation within the company
- Clear strategic priorities
- Strong commitments from Comex and the Top 80
- Co-design of communications to be distributed to 29,000 employees
Approach / System
- In-depth analysis of target operating model and define the main areas of work to activate the transformation.
- Co-design of the two seminars with the CEOhis chief of staff, as well as the company's "Campus".
- Meticulous preparation of sessions for Comex and Top 80 with the respective Comex chiefs of staff and PMOs.
- Both events aim for a strong commitment to achievements in 2024.
- For the Top 80, design a collaborative environment with a specific theme (visual environment, tasks, etc.).
Added value Silamir Group
- Ability to move from strategic vision to operational, actionable roadmap
- Ability to address the Comex population and their direct reports (Top 80) in a highly demanding environment
- Design thinking methodology and agility to adapt to high-stakes events, to ensure appropriate co-design and strong ownership of results
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