When transformation needs a home

To buck the trend, many Fortune 500-like organizations are rethinking their operating model. They’re rightsizing the number of business units relative to the customer segments they care about. Maybe they collapse down to two P&Ls—B2B and B2C, for instance. But even with a simplified structure, old habits die hard. People still work in the legacy model. The collaboration you need just isn’t happening. And that’s where a transformation function can help—not to rewrite the org chart, but to enable the enterprise mindset your strategy now calls for.

From SKUs to solutions

Or maybe your products are naturally complementary, and the next wave of growth lies in bundling them into holistic solutions. The challenge? This shift requires systems and teams that once operated autonomously to act in concert.

One manufacturing client made this shift. To enable a unified solution go-to-market strategy, they had to align three distinct domains: the physical product teams that engineer and build the offerings, the mobile application teams that allow customers to interact with and manage smart products, and the digital function responsible for outbound marketing, ecommerce, and key lead-to-cash capabilities like CPQ, fulfillment, and customer care. All three were critical. But working together wasn’t the default. Transformation, in this case, wasn’t a PMO—it was the connective tissue that brought these parts together to build something greater than the sum of their parts.