Organization Design: Case Study 3

Restructuring of 1,600 person engineering and operations function.

Fortune 100 company that provides cable, high-speed data and voice services to consumers and businesses

The client wanted to address a lack of alignment between the organization design of the corporate engineering and operations group (1,600 people) and the company's bundled product strategy.
Product silos and duplicative, intertwined processes led to slow delivery of products, systems and enhancements.
Old "cable" mentality constrained newer product ideas and business models.
Products being designed to converge and be delivered on one platform needed to be designed and built with a broad perspective rather than in silos.

Determine how to optimize engineering as a sustainable competitive asset for the company.
Conducted over 60 interviews and focus groups with internal staff, customers, and other partners.
Developed "as-is" and "to-be" financial models of possible new organizations.
Selected an organization design and worked with function leads executives to develop organization structures, roles and responsibilities.
Led use-case sessions with leadership team to walk through new process flows in the proposed organization.
Created and executed detailed plan for enacting the change.

Reorganized 1,600 person engineering organization with little to no involuntary turnover or work disruption (in the words of the client, ‘there were no cracked eggs’).
Designed streamlined governance processes that have increased focus and throughput of critical projects and technologies.
Significant reduction in defect rates as new products were released into production.
Employees have clearer career paths.
Employee and internal customers satisfaction scores significantly improved.
Improved transparency, communication and relationships between Corporate and Field engineering departments.