Driving a Strategic Transformation Program
The Challenge
Ramboll has experienced high growth – from 2.500 to around 12.000 people. This has lead to changes in the central structure and an increased need to formalize how to manage internal change.
In this new structural paradigm, Ramboll faced challenges in implementing its strategies, and delays in realizing the intended benefits of its transformation portfolio. In addition, the organization experienced frequent organizational changes, leading to a diminishing willingness to implement new initiatives.
The Outcome
Through a thorough research and change assessment sprint within the C-level in the organization we agreed and detailed the core levers for success:
- Alignment in Corporate Strategic Direction
- Connecting to the Business
- Processes, tools and skills
We created an actionable 10-month roadmap and provided clear roles and responsibilities to C-level Directors.
In addition, the project was anchored by crafting a shared methodology to ensure successful implementation & value realization for all future transformation initiatives.
