"I wanted to take this opportunity to recognize and thank you for your capable support, leadership, commitment, and guidance during this last year and a half. No one would have guessed we would be taking this kind of leap in the organization and the future direction of our company. It was made possible by your support and involvement. This will truly be remembered as a pivotal change in this company."
— Pat Pinkston, VP Global Platform Services, Agriculture and Turf Division, Deere & Company
A Fortune 100 Company that had significantly grown revenues and operations internationally was not functioning as one global company. The historically decentralized culture lacked consistency in key processes, metrics and functional competencies creating multiple inefficiencies in serving customers, transfer of global employee skills and deploying best-in-class processes. Additionally, strategic decision-making throughout the organization was often unclear, slow and was not aligned with optimizing business results at the Division level.
Working with senior leaders across the globe, we developed and implemented a new global operating model for the entire organization including organization restructuring and process redesigns. Operating Principles were established that guided the overall transformation to a more market driven, flatter organization able to speak the same "process languages", leverage its global talent pool and speed up decisions and innovation delivery. Decision Rights were established clarifying ownership and driving decision-making to the appropriate levels of the organization.
The new global operating model supporting consolidation of two divisions resulted in annual efficiency benefits of $30 million. The ability to leverage global talent with the same set of core competencies in an organization structure that enhanced collaboration and innovation speed resulted in additional efficiency benefits of $70 million.