CLIENT:

Global Enterprise Technology Company

Growing delivery practice had scaled quickly, but leadership lacked a way to run it as one coherent organization. Its reputation with sales was inconsistent: sales teams at times committed engagements the practice was not staffed or equipped to deliver, and with no feedback loop from delivery to sales, the consultants who best understood the customer's most pressing challenges had no channel to inform the follow-up proposals sales should have been making. Knowledge sharing was similarly underdeveloped, leaving consultants to rebuild deliverables rather than adapt existing templates, which lengthened the time needed to complete customer deliverables. The practice also lacked a value proposition simple enough for sales to convey with confidence, and no cadence connected daily decisions to leadership's strategic priorities. The client needed to design, architect, and implement a redesign of its operating model - from facilitation through activation.