Organisational Design - Boral

SITUATION

Boral were focused on improving operational efficiency, responsiveness to customers and shifting decisions to local teams.

CHALLENGE-icon

CHALLENGE

Decentralisation of a new structure from a centralisation model in a highly unionised culture.

approach

APPROACH:

  • Workshopped and aligned with Executives on key design principles and KPI's to guide new operating model.
  • Mapped out key functions and how decision making is delivered across multiple sceanarios to stress test how performance will be uplifted and measured regionally.
  • Co-created with HR Leaders and Finance the project governance structure, including change strategy, cadence, performance metrics and project plan to create alignment of the key project deliverables.
  • Coached Executive for Commercial and Recycling businesses to design and create new operating model in collaboration with their peers.
  • Worked across the business, HR, Finance, procurement to build consensus and buy-in to define a decentralised operating model for the Sales/Commercial business.
  • Built communication plans and messages with key stakeholders to align with business strategy and support implementation of the new operating model.
approach

APPROACH:

  • Workshopped and aligned with Executives on key design principles and KPI's to guide new operating model.
  • Mapped out key functions and how decision making is delivered across multiple sceanarios to stress test how performance will be uplifted and measured regionally.
  • Co-created with HR Leaders and Finance the project governance structure, including change strategy, cadence, performance metrics and project plan to create alignment of the key project deliverables.
  • Coached Executive for Commercial and Recycling businesses to design and create new operating model in collobration with their peers
  • Worked across the business, HR, Finance, procurement to build consensus and buy-in to define a decentralised operating model for the Sales/Commercial business
  • Built communication plans and messages with key stakeholders to align with business strategy and support implementation of the new operating model.

OUTCOMES

Successfully reorganized an 800-person sales team across five regional divisions, achieving a 10% cost reduction with no legal issues.