Kearney helped a leading electricity and gas grid operator to elaborate its strategy 2030 reflecting the energy transition step change, and to design a new operating model. The North Star strategic vision was translated into a new operating model with quantified implementation measures, KPIs, and ambitious targets. The new operating model is in line with best practices and ready for future challenges such as changes in dispatching, meter-reading, and so on. Close
Kearney helped a world-leading integrated telecom company to successfully define the next phase in sustainability and embed sustainability in the operating model. Crucial changes to the operating model were defined, especially on planning and forecasting, reporting, and procurement. Communication programs and operational playbooks triggered implementation in the different segments, functions, and operating companies. Close
Kearney helped a large mining holding company on a centralization and organization redesign journey. The commercial function (sales, marketing, and purchasing of raw material commodities) was centralized across the entities and a shared services center was set up for transactional activities across the holding entities. Newly outlined roles and responsibilities and a new organization structure (with new reporting lines and spans of control) make the organization ready for tackling future challenges. Close
Kearney helped a leading APAC telecom operator facing strong market pressure to regain competitiveness and become more customer centric and innovative. An agile operating model was set up for core operations within six months, impacting more than 5,000 employees, with development of new capabilities and set up of a new performance management framework. A new dynamic was instilled in the organization and increased its focus on providing compelling customer journeys and value propositions. Close
Kearney helped a leading global specialty chemicals player to run a two-year end-to-end transformation program and uplift organizational capabilities. The transformation program solved for accountability gaps in sales, lack of cross-functional collaboration, and unnecessary complexity in the supply chain, and instilled a new, future-oriented culture. Capability uplifts were realized across all core operations, supporting the ambition to unlock 4 to 8 percentage points of EBIT margin improvement. Close
