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Our client, a global law firm, had ambitions to transform its back-office operations in order to reduce the inconsistency and inefficiency in global service delivery, overcome legacy process and technology issues, and be more responsive to change. As an organization they had limited experience of major program delivery, so needed external support to deliver the required step-change to existing ways of working.

Working alongside their senior executives, we ran the program on their behalf. Starting with the overarching vision, we developed a set of guiding principles that the organization could align itself with, and we designed the future state ‘to-be’ model with supporting recommendations for implementation. We also established robust governance structures, fostered stronger working relationships with 12 functional heads, and divided the program into logical phases to ensure a smooth rollout.

The client is now implementing the new design, initially rolling out to eight European offices in parallel. Their improved use of digital technologies is helping the organization respond to change and is contributing to the leaner, more efficient cost base that is reducing annual running costs by 20%.

Lots of grit, a willingness to challenge and plenty of aspiration. We set the bar pretty high and to achieve the goal in three months was very impressive.

Chief financial and operating officer

Summary of work

  • Strategy and vision
  • Operating model design and implementation
  • Back-office transformation
  • Shared service center set up