WBC supported the MAF global retail organisation to redesign their marketing function, identifying cost savings of 30%.
The Wharton consulting team demonstrated thorough knowledge and expertise in leading the co-creation of an Operating Model and Org Design solution for one of our most complex businesses. The balance of working styles and diverse industry backgrounds added much needed value to the solutions that were crafted. They were very organised, consistently maintained open lines of communication, and were so adaptive to our culture and ways of working, it felt like they were an extension of our team.
Pamela Chehade, Brand & Customer Transformation Director, Majid Al Futtaim
As part of an ambitious transformation agenda, the Majid Al Futtaim (MAF) Carrefour marketing organisation needed to re-design their operating model, capabilities and ways of working to achieve their vision of fuelling growth, driving lifetime customer value, and becoming a best-in-class marketing team. WhartonBC were engaged to help understand and address the challenges with their current model, define a to-be operating model and associated organisation design. The to-be design resulted in a leaner and more effective marketing organisation, a more customer and brand driven operating model and the ability to drive growth and impact for the business.
Our Approach
We used an agile approach to fast-track delivery of this project, with work split into three sprints clustered around a number acceleration workshops to:
- Validate the as-is operating model, pain points and define a set of design principles to underpin the to-be design and inform fork in the road decisions
- Assess and select a number of high level to-be operating model options
- Create a detailed organisation design and RACI aligned to the chosen to-be model
To support these workshops we interviewed key stakeholders, ran market research to get an outside-in perspective on the way other successful retail marketing organisations are structured, and defined the organisational capabilities required to support the delivery of the business strategy.
Project Outcomes
The project resulted in a defined ‘hub and spoke’ model with identified cost savings of 20-30% across a ‘core’ and a ‘touch choices’ model. The to-be model achieved the objectives of the review by:
- Simplifying interactions across Holding, Corporate and the Markets
- Clarifying responsibilities and removing duplication
- Enabling a cohesive omni-channel experience
- Optimising the balance between local differences and central efficiency
- Facilitating a significant uplift in capability through shared best practice and an effective sourcing model