CASE STUDY

Transformative Organisational Design to Enable Future Growth

The Challenge

Background

The UK’s largest research organisation was on a rapid growth trajectory and approached Let’s Talk Talent for guidance on optimising their operating model to better support their ambitious targets and future aspirations. Despite recent successes, their rapid expansion had surfaced challenges in team structure, ways of working, and efficiency. These factors were identified by the internal HR leader as factors that could hinder further growth and the achievement of strategic objectives. We were asked to conduct a thorough review of their current model and propose actionable recommendations to align their operations with long-term goals.

Objective

Our goal was to assess and refine the organisation’s operating model, developing a future-focused strategy to enhance efficiency, create alignment, and support sustainable growth. Using our ‘Future Back’ methodology and 4 pillars to OD, we aimed to build a framework that positioned the organisation for success in a competitive landscape.

Goals

  1. Assess the Current Model and Define a Future Vision
  2. Develop a Customer-Centric Structure
  3. Enhance Leadership Team Efficiency
  4. Create a Performance and Cultural Framework

Approach and Implementation

We conducted an in-depth assessment through desk-based research and 16 one-on-one interviews with the executive team, key directors and heads of. This research provided a holistic understanding of the current operating model and the aspirations of the leadership team. From this data, we developed a comprehensive report outlining our key recommendations across four critical areas:

  1. Organisational Structure
  • We recommended establishing a customer-led operating model focused on science, product experience, and technology, ensuring the end customer remains central to all operations.
  1. Executive Leadership Team
  • To streamline decision-making, we proposed reducing the size of the executive team and creating a new Chief Commercial Officer role to oversee operational functions, driving efficiency and alignment.
  1. Organisational Performance
  • We advised transitioning from the ineffective OKRs to KPIs, simplifying the performance measurement process and clarifying objectives.
  1. People and Culture
  • Our recommendations included defining a set of core values and behaviours, creating a compelling Employee Value Proposition (EVP), and implementing talent management initiatives to support talent retention and growth.

These recommendations were organised into three priority levels to guide implementation, enabling the organisation to transition smoothly from an academic startup mentality to an established organisation with a structure equipped for sustainable future growth.

The Results

Impact and Results

The organisation has since begun implementing the new operating model, with the following early outcomes:

 

  • Enhanced Executive Team Efficiency: Movements within the executive team allowed for a refocus and deployment of existing leadership improving alignment, accountability, and operational focus.
  • Simplified Performance Metrics: Transitioning to KPIs clarified goals and performance standards across the organisation, enhancing strategic clarity and efficiency.
  • Strengthened Culture and Talent Development: Refresh of the values framework reinforced a cohesive culture and clarified growth opportunities, driving engagement and retention.

Conclusion

This project demonstrates how a targeted operating model review can drive alignment, efficiency, and strategic focus. By leveraging our methodology, the organisation now has a clear roadmap for moving from startup agility to established resilience. This transformation equips them to deliver on ambitious targets while delivering a customer-centric, values-driven culture set up for continued growth.