Consulting and Risk Services unlocking value through operating model redesign

The problem that required a solution

PwC supported a large state-owned enterprise in redesigning its operating model and organisational structure to address significant challenges, including: operational underperformance, rising debt, and a shifting legislative landscape. The engagement aimed to refocus the organisation’s efforts to unlock value from existing assets, drive operational efficiency, resolve structural issues, and align with the current and emerging legislation.

PwC conducted a comprehensive assessment of the organisation’s current state, analysing financial and operational performance across business areas. This included a deep dive into revenue streams, cost structures, and value chains to identify opportunities for growth and efficiency.

Building on these insights, PwC collaborated with leadership to redesign the operating model. The focus was on identifying areas that required strategic investment to meet evolving market demands. As part of this redesign, improvement initiatives were defined to help the organisation achieve its strategic goals, enhance customer focus, and embed a culture of performance accountability.

To enable the new operating model, the organisational management structures were also reconfigured. This involved optimising management spans and layers, eliminating duplication across business units, right-sizing functions, simplifying reporting lines, and clarifying roles, capabilities, and oversight mechanisms.

To ensure successful implementation, PwC developed a phased transformation roadmap. This included a compelling case for change, prioritised initiatives, detailed implementation charters, and terms of reference for an implementation office to govern delivery. This structured approach was designed to ensure that the transformation would be both manageable and sustainable.

As a result of implementing these recommendations, the organisation is positioned to refocus resources on value-adding work, improve decision speed through clearer accountability, and reduce overhead by eliminating duplication. It aims to enhance revenue capture and cost efficiency by standardising support functions and aligning roles with its mandate. The flexible operating model and improved performance oversight further aims to strengthen the organisation’s readiness for legislative changes and potential partnerships.