Consumer & FMCG
Enterprise Procurement
This engagement focused on a large, global procurement function operating across multiple regions and categories, within a complex enterprise environment with significant scale and interdependencies.
Problem
A Target Operating Model That Never Landed
The function had been attempting to implement a new Target Operating Model for several years. Despite strong intent, internal capability limitations, unclear ownership, and lack of external delivery focus meant the model never translated into day-to-day operations.
Goal
Build A Scalable Model That Could Actually Deliver
The objective was not cost reduction or headcount change. The goal was to create a clear, connected, and scalable operating model that enabled better decision-making, improved delivery, and long-term value creation.
Solution
Reset The Programme And Rebuild From First Principles
Condor reset the transformation and worked with the business to define how the function truly operates. Roles, services, decision rights, governance, and ways of working were clearly defined, and designed to be used, not just documented.
Efficient Resolution
Condor was engaged to bring structure, pace, and clarity to a stalled Target Operating Model programme. Rather than treating design, delivery, and change as separate workstreams, we integrated them into a single execution plan, ensuring the operating model was not only agreed, but embedded in how the function actually worked.
Phase 1
We worked with global and regional leaders to define the core building blocks of the Target Operating Model.
This included clear design principles, defined services and responsibilities, key roles and personas, and explicit decision rights using RAPID frameworks, creating a shared view of how the function should operate.
Phase 2
Build The Execution Plan
The programme was broken into clearly owned workstreams covering operating model design, governance, HR transition mechanics, and change and communications.
Each workstream had defined milestones, owners, and delivery cadence, shifting the programme from intent to executable plan.
Phase 3
Deploy And Embed
Design and deployment happened in parallel.
Teams moved into new structures, governance forums were activated, and decision-making processes were put into practice.
Comprehensive communications and engagement plans supported adoption at scale.
Result
Success Achieved, Goals Met
The Target Operating Model was fully documented and embedded for the first time. Teams moved into new structures with clear roles, defined services, and established decision rights.
Decision making shifted from committee-led discussion to clear ownership, supported by RAPID frameworks that were actively used in practice. Governance forums were in place, operating rhythm was established, and delivery accountability was visible. Change awareness and understanding improved across the function, supported by structured communications and engagement. The organisation was left with an operating model that worked day to day and could scale with future demands.