1. Situation:
Our client is a specialist subsea engineering
company that provides services to oil and gas
companies across the globe. They are a business
within a global organisation, an FTSE 100 oil and
gas service provider.
Many of their international customers were
complaining that the supplier was not able to
deliver projects that integrated a number of
services seamlessly, which lead to a loss of
potential business and prospects.
The client needed to provide a seamless,
consistent customer experience across all their
service lines. They also needed to improve their
internal integration across their regions and
business units and to maximise sales
opportunities.
They wanted a solution that would allow them to
sell and deliver cohesive integrated projects,
while maintaining and developing the unique
technological capabilities of each service line and
their individual brands. The answer was a new
matrix organisation structure that combined
service lines with a regional structure.
Approach & Delivery:
The engagement with Celerant Consulting began
with a five week analysis, where the team
developed a detailed framework of how the new
organisational matrix would work.
Workshops were held with key personnel from
global locations and service lines, and a new
organisational structure was defined that
included roles and responsibilities, a
management system, a review of core processes
and also the interaction and impact of dealing
with external customers.
An implementation plan was designed to deploy
the changes and demonstrate how Celerant could
apply the MCRS® methodology, project
management and governance structure and
Closework® approach to deliver the desired
solution.
After a successful completion of Phase 1, Celerant
was invited back for a 3 month project and asked
to: support the client to prepare for the launch of
the new matrix organisation, design the MCRS®
management system for senior management in
the new organisation, and kick-off the
harmonisation of quality, health, safety &
environment (HSE) and engineering procedures.
The team set up a project management office
(PMO) with defined workstreams covering
communications, branding, quality, health, safety
and environment (HSE), engineering procedures,
matrix management, HR, finance and MCRS®.
Results:
The new matrix organisation was launched
with:
• All key positions in the matrix appointed
• Successful communication of the changes
throughout the organisation
• Roll out of MCRS® in the regions and
service lines
• Harmonisation of best practice quality,
health, safety and environment (HSE) and
engineering procedures underway
• Full ownership of all workstreams and a
central PMO being taken successfully by
the client
Launching a New ‘Region-Product’ Matrix Organisation
Company: N/A
Country: UK & USA
Sector: Energy
Function: Senior management,
Sales, Operations, Technology,
Quality, HR, Finance, Health,
Safety & Environment (HSE).
Business Challenges: Launch of
a new matrix organisation across
five regions, five service lines
and new regional support
functions.
Consulting Services:
Organisational Effectiveness.
Capabilities: Organisational
Design.
Client Quote:
“We couldn’t have done it
without Celerant’s help. There
was no posturing, they got
straight into it and started
supporting us from day one.”
Client CEO
Major Service Provider to the Oil & Gas Industry Case Study
Energy