Organizational Goal Setting, Operating-Model Design, and Implementation Support

[Engagement Scope]
For a department operating without clear objectives, we implemented strategic deal-selection criteria and KPI management, establishing a foundation for sustainable growth.

• Organizational goal setting: Defining goals that reflect corporate strategy, and identifying issues with the existing stage-gate process (ad-hoc decisions by staff, resource leakage into non-strategic areas).
• Operating-model design: Clarifying deal-selection criteria and designing the KPI-management framework.
• Implementation and ongoing support: Implementation support including governance of recurring meetings, and continued improvement support after project close.

[Challenges]

• Without objectives in place, it was unclear which deals to prioritize and where effort could be deprioritized.
• Operating the organization without goals created a structure in which resources flowed toward staff initiatives and out-of-scope areas (parenting, pets, SDGs, and the like).
• Discussions were dominated by gross-margin metrics alone, with no defined technology strategy or domain selection.

[Results]

• A selection framework was established: Selection criteria were defined across three archetypes — "long-term clients," "flagship," and "capability build" — reflecting the company's long-term direction.
• Operating model was implemented: KPI management, governance forums, and management methods were established and the four goal-setting elements were implemented as a package. A bimonthly governance forum and other routines were embedded.
• Long-term partnership: Rather than ending at design, we ran the governance forums ourselves and embedded them in the organization. After project close, we continued to provide improvement recommendations through bi-weekly engagement.