Operational Transformation
Designing and delivering tangible organisational change through
future-proofing domains, processes and organisational models.
Operational Transformation is a fundamental redesign of how organizations operate — aligning people, processes, technology, and organizational structures to deliver significantly higher performance, agility, and efficiency. It focuses on creating leaner, more logical, efficient, and modern ways of working that reduce complexity and accelerate decision-making.
Complex organisations can be prone to change slowly and on the basis of necessity. This leads to some business domains asymmetrically developing faster than others, which creates friction and inefficiency. This pressure then manifests in many ways: excessive operational costs, slow time-to-market, challenges to keep up with regulation, technical debt or post-merger integration challenges.
In many cases, rapid growth, digital disruption, or shifting customer expectations expose these inefficiencies and executives feel an effect of this issue without knowing its exact causes.
What We Offer
We help organizations unlock significant performance gains through structured Operational Transformation. Our service combines end-to-end process redesign, Target Operating Model (TOM) development, and organizational restructuring to create more efficient, agile, and strategically aligned operations.
We bridge business priorities with enabling technologies, ensuring transformations are practical, sustainable, and deliver measurable value rather than just theoretical designs.
- End-to-End Process Redesign — Comprehensive assessment and re-engineering of processes across functions or value streams, eliminating inefficiencies and embedding automation opportunities.
- Target Operating Model (TOM) Development — Design of future-state operating models that clearly define how the organization will deliver its strategy, including structure, processes, technology, and governance.
- Organizational Restructuring & Alignment — Streamlining of organizational structures, roles, and reporting lines to improve decision-making speed, accountability, and strategic coherence.
- Technology-Business Integration — Ensuring processes and operating models fully leverage digital tools, automation, and data capabilities for lasting impact.
- Change Management — Support to drive adoption of new ways of working, including stakeholder engagement, communication strategies, training programs, cultural alignment, and sustainment mechanisms that minimize disruption and maximize long-term adoption.
Our Approach
We follow a pragmatic, project-tailored approach to assessment and adoption of important organisational change. No case is the same and no one methodology holds all answers to all questions.
Our principle is to learn the issues our clients deal with along with them and create solutions that best work for them, not to create a reusable resource for future projects.
- As-Is Assessment — Detailed mapping and analysis of current client pain points and performance baselines, uncovering their causes.
- Future-State Design — Facilitated stakeholder workshops to co-create to-be ways of working, incorporating best practices and innovation opportunities, but always developing it with the client’s specific situation in mind.
- Opportunity Prioritization — Identification of quick wins for rapid value delivery alongside longer-term strategic initiatives.
- Roadmap & Implementation Support — Development of phased transformation roadmaps with clear milestones, supported by change management and adoption programs.
We deliver these services across various contexts — from modernizing complex business functions, to aligning regional operations with group strategy, or executing large-scale efficiency and performance improvement programs.
The result is tangible impact: higher operational efficiency, reduced costs, optimized workforce utilization, increased agility, and stronger strategic alignment that positions your organization for sustained competitive advantage.
Past Successes
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.
A team of Orrery consultants advised the board of a local business unit of a major Asian logistics company whose main business revolved around building supply chains between South East Asia and Europe and facilitating B2B transactions on where the supply chain reached.
The client’s executives faced a challenge of discerning the market potential of products they had under control. The Orrery team produced a two-part solution, one part centered around sizing the market for client’s transported goods and analysing their potential, and another part focused on improving the client’s B2B sales and pre-sales processes.
The client’s sales process was optimised for sales work in South East Asia and their account managers struggled to deliver in European markets. The B2B sales process was overhauled and successfully piloted within a 1-month deadline set by the client.
Meet Our Service Leaders
David Vavruška
Partner and Operations Lead
(+420) 774 134 744 | david.vavruska@orrery.cz
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