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Designing a new end-to-end Operating Model

Client Kindred
Region UK
Sector Media, Entertainment and Technology
Offering Organisation Design

The Challenge

Kindred had seen significant growth through acquisition to become one of the largest online gaming companies in the world. Kindred operates 12 brands over multiple markets across Europe, Australia and most recently the US.

Kindred were looking for support to evaluate and improve their current organisation to ensure their set up was effective within the highly regulated industry that they operate in. Importantly, the CEO and Executive team were looking for a partner to collaborate with a number of stakeholders from across the business, so that teams within the business felt ownership and accountability for the change.

Our Approach

  • Kindred group to gain an understanding of what is working well and what needed to be improved
  • We pulled together our findings from the interviews, supported by an in-depth people data review, and presented this to the Executive and Leadership teams
  • Findings from this initial qualitative and quantitative review highlighted the areas of focus we needed to address in the future operating model
  • We then ran facilitative sessions in London, Malta & Stockholm with the CEO & Executive team to design the future operating model, taking an activity first approach
  • Taking the output from these Exec working sessions we tested the draft future operating model through a series of ‘lock in’ workshops with key stakeholders from across all functions and locations
  • On the basis of feedback from the lock in sessions iterations were made to the operating model, which allowed us to then move into the structural set up for the future Executive Team

We then worked with each of the Executive Team on the future structural design for their functions. We ran individual and joint sessions for cross-cutting themes and tested live scenarios to ensure the future set up created simplicity.

Key Outcomes

  • Redesigned operating model for the Kindred Group, with buy-in from across the group
  • Redesigned Executive Team structure, and top level structural design for each of their functions
  • Clarity on accountabilities and decision making across functions
  • A clear narrative that brings the operating model to life for people across Kindred Group – explaining how the Group supports each local market to achieve a tailored customer focus relevant them
  • Improved understanding across Global & Local teams of the challenges rapid expansion has caused, and a solution orientated approach of how to make improvements going forward
  • Highly engaged teams ready for the change in ways of working required
  • Upskilled Organisation Design awareness and knowledge across the business
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