The Backdrop
A Global Enterprise entered a decisive leadership transition. New Leadership inherited a 10-year plan targeting 30% incremental revenue in 3 years. FulcrumQ was engaged to answer the question the plan had not asked: was the existing organizational architecture built to execute at that scale, or was the structure itself the barrier to value?
The Challenge
- Determine whether the Client’s org architecture could execute the revenue growth agenda or was it structurally blocking its delivery
- Redesign operating models across key functions to concentrate authority where the value agenda required
- Identify and action $1B+ in structural execution risk before any transformation decision was locked
The Approach
FulcrumQ structured the engagement as an Org Design diagnostic anchored to the Client’s value agenda. The work began by decomposing incremental revenue across five value hotspots. Within each, critical Jobs to Be Done were defined to identify which roles carried the greatest structural delivery weight. This produced 40 enterprise-critical roles, rank-ordered by value contribution.
The Click Score was applied to each role, combining work challenge, role design, and talent match into a probability-of-delivery forecast. This separated structural design failures from talent gaps, calibrating every architectural recommendation by value impact rather than organizational convention.
FulcrumQ then examined four areas most consequential to plan execution. For each, the diagnostic mapped authority distribution, reporting alignment, and the structural gap against strategic demand. Scope: 123 Jobs to Be Done across 4 geographies and 15 business entities.
Role Architecture Redesign: Critical Function
The prior model dispersed 800 segment FTEs across too big a portfolio, diluting P&L accountability and suppressing innovation speed. The Function was restructured to management-led architecture with dedicated teams for the pareto brands: segment FTEs reduced by 37%.
Operating Model Redesign
The existing structure could not simultaneously execute five strategic imperatives. A redesigned operating model and fewest new critical roles were created to anchor accountability across each imperative within this major value hotspot.
Authority Architecture: Growth Geographies
Structural ambiguity between global, regional, and local teams was the primary execution constraint. A new center of expertise operating model clarified decision rights at each level, enabling discontinuous distribution expansion and directly unblocking delivery at this value hotspot.
Structural Authority Redesign: Revenue Management
The existing function lacked the authority to drive incremental EBITDA at the regional level. A redesigned operating model aligned to an empowered Business Unit vision created two new roles in Transformation and Network Design, anchoring accountability within this Growth hotspot.
The Results
Four operating models redesigned before a single transformation decision was made. Five critical vacancies and 12 structural role failures were identified and actioned. Critical function was restructured with 37% FTEs redeployed to the pareto portfolio. Decision rights were clarified across geographic areas and 20 business entities. 123 Jobs to Be Done were connected to annual operating plans, linking structural authority directly to execution accountability.
“Strategic plans do not fail at the strategy layer. They fail at the structural layer: the wrong authority in the wrong architecture, carrying more value than its design was ever built to bear.”
