Operating Model

The reorg happened. Clarity didn't follow.

How a large logistics group went from ad-hoc project chaos to four named domains, clear KPIs, and a demand flow their leaders can actually steer.

The Situation

A large logistics group in the middle of a reorg. Work had been delivered in project mode across hundreds of warehouse sites. Demands landed via the "loudest voice," roles and responsibilities overlapped, and the board now expected standardization and automation — fast.

Our Approach

01

Day 1 workshop: value strategy, product approach, stakeholder reset, and portfolio/resourcing view

02

Day 2 workshop: team learning on roles and ways of working across the new model

03

Co-created four domains — Customer, Operations, Platform, AI Self-Service — with named leads and homework on purpose, KPIs, roles, and stakeholders

04

Set up monthly check-ins and stream roadmaps with a simple demand → portfolio → team flow; framed Top 5 pain points into shippable work packages

4

Domains With Named Leads

2 Days

Workshop to Operating Model

5

Pain Points Into Work Packages

The Results

Clarity and ownership: four domains with named leads, goals, and first KPIs

Cadence that sticks: monthly management rhythm and stream roadmaps in place

Better stakeholder conversations: priorities now tied to value strategy and quick wins

Follow-on tracks active: architecture, AI use cases, product and governance standards all moving forward

What Made the Difference

"We moved the team from generic org talk to concrete responsibilities, KPIs, and a demand flow they could visualize — backed by short rhythms that created accountability without adding overhead."

Why Data Masterclass