Organisational transformation

Digitalisation, globalisation, business diversification, and organisational efficiency optimisation are trending topics being discussed by many large and medium-sized companies as they pursue sustainable business growth. Business strategy transformation places demand on organisational effectiveness, organisational structure, business and management processes, performance, culture and other supporting mechanisms. As a result, business leaders are often concerned with the scientific and rational improvement of organisational capabilities to ensure the successful implementation of the business strategy.

Trending organisational topics:

  • Under digital transformation, what are the essential objectives of digitalisation and how can the organisation be redesigned to enable digitalisation? How can the IT infrastructure be adapted to the changes in the business, management mechanisms and company culture?
  • Driven by overseas expansion, domestic enterprises are gradually evolving from international enterprises to globalised enterprises. How to establish an internationalised organisation and governance system, and build a stable talent supply chain? How to drive multicultural integration? How to build an information system that meets HR data security requirements?
  • In a diversified business landscape, how can corporate groups effectively manage and enable their subsidiaries? What are the critical control points? How to clarify and define the value positioning and the division of authority and responsibility between different levels of the organisation?
  • In the VUCA (Volatility, Uncertainty, Complexity and Ambiguity) era, how can companies ensure that their organisational structure and workforce model are aligned with the changing strategic needs and enable optimal organisational effectiveness? How to identify the potential optimisation opportunities in terms of organisational structure, processes, talent and information technology?

Our capabilities

PwC’s organisational effectiveness is based on our unique and industry-leading diagnostic framework. Our detailed diagnostic results help clients optimise their operating model, organisational structure, processes, performance and culture to ensure continuous improvement in organisational effectiveness. 

We work closely with our clients to revolutionise how business leaders think about organisational effectiveness, partnering with them to design and implement policies, processes and programmes that will deliver maximum agility, flexibility and responsiveness.

PwC’s Organisational Effectiveness Assessment is based on the ‘OrgDNA’ model. This allows us to compare clients’ organisational effectiveness against our benchmarks across four dimensions – organisational structure, talent, process and culture –to develop a perspective on the strengths as well as the opportunities for improvement through a gap analysis, providing a solid foundation for building effective organisations.

The operating model and organisational structure are important enablers of organisational effectiveness. We help companies to clarify the roles, value creation and responsibilities of organisations at all levels and functional types - vertically, including headquarters, business groups and business units, and horizontally, including front, middle and back offices. We also help to design business and market-oriented operating models and organisational structures based on decision-making authority, information flows and motivators within the organisation to ensure sustainable synergy.

Our business process management system design is based on PwC's three-level process classification framework, which helps companies identify the processes affected by business transformation and reorganisation. By clarifying the interaction points and processes of different departments along critical business processes, we help to build a more scientific process management system, thereby effectively improving process management, and supporting the implementation of business strategy and change management.

PwC uses a top-down approach to cascade strategy and set key performance indicators based on horizontal synergic requirements. We help clients establish a closed-loop performance management framework, clearly defining roles and responsibilities, assessment schemes and key processes to ensure the achievement of strategic objectives.

PwC has a proven approach to assessing the culture ‘as-is’ culture and implementing change based on the ideal ‘mission, vision and values’ (MVV). We work closely with our clients to identify and plan the behaviours and culture that will deliver benefits. Our service leverages the impact of the ‘critical few’ to enable clients to improve employee engagement levels and change behaviours and working practices to meet the demands of changing business strategy.

Our past experiences

Provided organisational transformation and talent planning services for an a digitally driven international consumer goods company.

  • Defined organisational capabilities related to digitalisation and the distribution of these capabilities across different departments along the customer journey.
  • Optimised the organisational structure and positioning of the functions that take on digital capabilities, while defining the talent profiles for key positions.
  • Established an informal organisation with decision-making mechanisms, performance evaluation and incentive schemes to support process integration, information sharing and cross-functional collaboration.

Provided a multi-level organisational transformation service to a corporate group with diversified business landscapes.

  • Clarified the head office’s governance and enablement models across the diversified business groups and subsidiaries and defined the value positioning and organisational capability requirements for each level of the organisation.
  • Selected two business groups as pilots to further identify key positions that drive organisational capabilities. At the same time, we conducted talent planning in line with the company’s direction for future business development and their current reserve of talents.
  • Designed internal and external talent acquisition and cultivation plans to ensure the supply and reserve of talent in response to the talent gap in terms of both quantity and capability.

Conducted organisational efficiency analysis for an integrated real estate development and asset management company.

  • Clarified the direction of the company’s business transformation and future development direction through interviews with the client’s leadership and management team. We also defined comparable external companies to build a benchmarking analysis database.
  • Based on quantitative data collection and qualitative interviews, we compared the client’s FTE and high-level organisational efficiency of each mid- and back-office department against benchmarking data and identified key differences. We discussed the underlying reasons for the differences and aligned the direction of the focused assessment with key stakeholders.
  • At the same time, we assessed the client’s organisational efficiency across four dimensions – process, people, organisation and information technology – to identify common issues and provide high-level recommendations for improvement. 

Contact us

Johnny Yu

Workforce Advisory Leader, PwC China

Tel: +[86] (10) 6533 2685

Connie Zhu

Partner, PwC China

Tel: +[86] (21) 2323 2040

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