Kates Kesler
DECEMBER 16, 2013
Very large multi-national product companies need to find creative ways to enjoy the benefits of scale while remaining agile. Agility and scale rarely co-exist in the design of the organizational operating model. So why is it so hard to create networked, agile teams in large, global product companies? The global/local tension.
Management Consulted
NOVEMBER 27, 2016
Agilent Technologies, separating from Hewlett Packard, turned to Deloitte to help facilitate the transaction and Deloitte in turn asked Steve Pratt to act as project lead. Soon, Pratt and Joshi talked and Agilent became the first client Deloitte served using a global delivery model (GDM). Enterprise Processes. Agile Enterprise.
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Kates Kesler
JULY 2, 2015
Have conglomerates and diversified companies under-performed because of failures in enterprise strategy? The “global operating model” (GOM) is the means to manage this complexity, this tension, this need for both leverage and agility. Global operating and support functions (R&D, supply chain, marketing, IT, HR, finance, etc.).
Kates Kesler
NOVEMBER 29, 2015
There are only so many ways to design enterprise structure. The work of support and operating functions like finance, marketing, supply chain and human resources must change to leverage these technologies, and do so in a way that serves enterprise objectives, as well as the needs of individual businesses.
Harvard Business
NOVEMBER 27, 2018
Other enterprises and their functions are looking to leverage technology to optimize and augment existing operations. In what Gartner calls a third era of enterprise IT, existing investments must be rebalanced and combined with new, disruptive technologies. Aligned Organizational Culture and Capabilities.
Harvard Business
AUGUST 29, 2018
Recently, a financial services organization found $5 million in opportunities to optimize its finance processes. Typically they end up as an app or a custom feature in an Enterprise Resource Planning (ERP) system. Now, companies invest in ways that support a smaller, more agile approach so they can adjust as they find out what works.
Harvard Business
AUGUST 3, 2016
The captive financing division of a global manufacturer has a team of 30 or so analytics modelers, several of which are PhD holders. The team’s role was limited to supporting the data needs of the analytics team rather than fulfilling the mandate of “enterprise owner of data.” The poles of the trade-offs are clear.
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