KA engagement
The strategic case for a different operating model in a mission-led group
KA helped explain why a diversified not-for-profit group needed a different operating model, connecting the economics of its businesses with its mission and governance requirements.
THE CASE
How should the group operate as its businesses grow in scale and ambition?
The context
Growing scale and ambition across businesses with very different customers, economics and operating needs called the current model into question. Leadership needed to consider how the group should operate to support each business while sustaining its shared mission, performance and risk oversight.
Our contribution
Working with the CEO, CFO and COO, KA developed an objective strategic rationale and board paper alongside a wider operating model programme led by another advisory firm. The wider programme had formed a practical view of the likely direction. KA tested that direction against the degree of relatedness between the group’s businesses, examining customers, cost drivers, channels, technology, competition and geography. This steps-from-the-core assessment explained where differentiated autonomy made sense and where common stewardship and shared services remained valuable.
What the work provided
An objective rationale for the board
The board received a coherent rationale for considering the proposed direction, grounded in the group’s own businesses and mission. The paper connected the operating model choice with an objective assessment of business differences and governance needs, supporting discussion of the underlying logic and trade-offs.
EXPLORE RELATED WORK