Technology · Transformation
Building a simpler operating model for a global software leader.
A two-year transformation compressed into nine months, improving accountability and customer responsiveness across 14 markets.
The situation
Growth had outpaced the operating model.
A global software company had expanded rapidly across products and markets. Decision layers multiplied, customer issues moved slowly and accountability became unclear.
The leadership team needed a simpler operating model without disrupting growth or losing local market responsiveness.
Engagement at a glance
Client
Global enterprise software company
Scope
14 markets · 8 functions · 4 product groups
Duration
9 months from design through mobilization
Capabilities
Transformation · Operating Model · Organization
Our approach
Design the model around the decisions that create value.
Diagnose decision friction
Mapped 42 critical decisions and the sources of delay, duplication and escalation.
Design the enterprise spine
Clarified global, product and market accountabilities around customer value.
Test with real work
Piloted the model using active commercial and product decisions.
Mobilize leaders
Built governance, leadership routines and a market-by-market transition.
The impact
Faster decisions, clearer ownership and measurable value.
32%faster enterprise decisions
$48Mannualized value
21%fewer management layers
91%leadership adoption
Inside the transformation
From design principles to new leadership routines.
Leadership alignment
A shared fact base and explicit design principles.
Operating model design
Accountabilities built around critical decisions.
Market mobilization
Local transitions supported by common enterprise governance.
“Elvaris simplified the complexity without oversimplifying our business. That changed the speed and quality of every important decision.”Chief Operating Officer · Global Software Company
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