Orrery consultants delivered a comprehensive Domain Architecture Transformation Strategy focused on 5 interconnected business domains with unclear responsibility boundaries. Through daily targeted workshops with key domain stakeholders they modelled a thorough process map describing existing client practices, identified key friction points caused by technical debt and outdated workflows, and define a future target state, as well as a detailed plan for gradual shift between the old and new

This work effectively decoupled the the 5 business domains into clearly defined units without illogical dependencies by redesigning and modernizing ca. 90% of one domain’s core business processes.

The delivered transformation strategy provided a clear roadmap that enabled the client to implement long-delayed digital products and optimised their workforce utilisation.

To enable the clients requirement of implementing key digital capabilities including digital onboarding, automated commission management, paperless contracting, and automated due diligence, Orrery consultants led a team in analysing existing business processes of client’s HR function.

This simple analysis revealed that some processes haven’t been reviewed or modified in over 18 years, leading to overstaffing of paper-based departments, slow data processing times, long employee onboarding times and ultimately high rates of job candidates walking out to work elsewhere during the hiring process.

A brand new library of business processes was designed. Those processes described the use of technologies from other business functions of the client’s organisation which Orrery discovered, and which allowed the client to reduce the problematic HR metrics within their stated deadline.

Orrery consultants led the design and implementation of a Target Operating Model (TOM) for several functional areas focusing on misalignment between holding process guidelines and subject business units’ day-to-day practice, along with finding a solution to a long-standing employee dissatisfaction with their team organisation.

Working directly with the COO, the team analysed existing state of downstream adoption of process guidelines and rationality of roles and responsibilities and then designed new business processes and team units to bring regional and local operations in line with headquarters’ strategic objectives.

These proposed changes were supported by a new Operations TOM to ensure a more efficient, cohesive, and strategically aligned cooperation between individual teams on both local and holding levels.