The Riverside Group is a major and Care provider in the UK. Headquartered in Liverpool and a turnover of £300m with approximately 53,000 homes and 3,000 staff; its operations span the country through regional divisions.
Riverside had grown dramatically over time and there was evidence that the senior leadership group was struggling to share common purpose and to align activity efficiently and effectively across the business.
To some extent, whilst performance was adequate, silo thinking was evident.
After the 2015 General Election, the government set a challenging backdrop for social housing organisations by reducing their ability to generate income and by setting out a strategy for increased tenant home ownership in the sector.
Riverside now had significant financial reasons to change the way that they operated. There was a risk that the current service and divisional structures duplicated effort and that support and enabling departments were neither streamlined nor focused on their internal customers. A new organisational structure was required.