Client: Cobham Aviation Services

Assignment: Reorganising for Growth and Process Efficiency

Reorganising for Growth and Process Efficiency

The Problem

The client had been organised regionally around the UK/ Europe and Australasia and had moved to a global structure. It was poised for expansion through winning and retaining new contracts and clients, but was finding its processes were hampering its progress. The business was keen to improve its second level team and processes, particularly in its engineering and front end processes.

The Solution

Bourton Group were engaged to support the analysis and redesign of the top team and key roles. Working closely with the directors and their designated project manager, we mapped the current top level processes to highlight the gaps and overlaps in roles, responsibilities and activities. Several organisation archetypes were analysed and key recommendations made to develop an approach to sizing and organising the front end of the business to ensure the resources were aligned to the Five Year Financial Plan. The corporate Lifecycle Management (LCM) Process was also embedded into staffs roles using RASCI to define clear accountabilities across the organisation, including introducing the concept of a Bid Cell and the need to re-engineer the engineering function.

The Benefits

The new organisation analysis identified some key processes which were missing or broken. Teams were appointed to work with Bourton Group to analyse the current state, recommend
improvements and then implement the improvements. The bid management resourcing process was designed and introduced which gave the client confidence in recruiting the appropriate staff to acquire, resource and win the new bids globally. The organisation analysis also showed gaps in the global structures shortfalls and has led to a larger corporate review for the division and the organisation is now equipped to win the target contracts in their Five Year Financial Plan.

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