a legacy patchwork of functions, processes and systems that are neither effective nor efficient. In addition, operating models are often poorly understood across the organization and are rarely questioned before they become too cumbersome, cause major failures or are impacted by new operating procedures or systems. The operating model is critical insofar that it represents the set of activities and tasks that are carried out to produce desired outputs. It therefore represents a key input into the development of an effective organizational design
- Functional Excellence
In leading organizations, corporate functions such as marketing, human resources, finance, purchasing or legal, tend to be considered as value-added functions rather than unnecessary overhead cost. The value they add to the organization is typically a function of their basic capabilities, as well as the nature of the engagement model
with the business. At Pivot, we have worked with functional leaders in a number of functional areas (e.g. marketing, HR, communications, finance, purchasing) in order to build their internal capabilities and increase their impact on the business.
- New Product Development
For many organizations, developing new products represents a major challenge and for good reason. By definition, new product development activities cut across the organization and involve all the different functions within the organization. To be effective, the process needs to be orchestrated and managed, with clear responsibilities for delivery at every stage and end-to-end governance for the entire process. The organization must also develop the right tools and approaches in order to ensure that the best projects are selected and that they are managed for market success.dership structures, complex matrix organizations, key account management, shared services, etc.