Our client, a leading medical device manufacturer in Brazil set ambitious strategic priorities to gain market share in a sustainable way, while becoming market leaders in customer satisfaction. To achieve these priorities, it identified the need to evolve its current operating model to a customer-centric model, focusing better on its strategic portfolio solutions and ensuring priority alignment at all levels.

Our first step was to support the specification and declination of strategic priorities, and complete the design of the operational model structure to provide simplicity and closer alignment to agile principles and the LATAM model.
Secondly, we co-created a governance model that allowed us to ensure the delivery of its strategic priorities and an Agile operation, and designed a plan for the implementation and adoption of the new operating and governance model.
Finally, we supported the execution of this plan by working hand in hand with the client's team with a logic of continuous improvement and knowledge transfer to ensure the success and sustainability of the implementation:

• supporting the implementation of Networks / Squads, with a focus on delivery


• supporting the execution of Business Execution governance milestones


• designing the 1st enablers of the operating model for its proper functioning

Main benefits to the organization of the transition to an agile operating model:

• From having teams working in silos focused on compliance, to having cross-functional teams with OKRs aligned with the business strategy and generating the first differential results for customers


• From having a governance model with an internal, informal focus and centralized decision-making in the Leadership Team (LT), to having a simplified governance model, focused on clients and performance, based on accountability and empowerment


• From having an LT focused on Command & Control of internal processes to having it increasingly oriented towards the performance of the business, focused on customers