I Background
Operating across multiple markets and business areas, the client had a large and complex organisational structure supporting its daily operations.
To strengthen competitiveness and profitability, the company wanted to identify opportunities to simplify its cost structure and improve the efficiency of its support and administrative functions.
The scope was extensive. The analysis covered more than 14 organisational units across several countries, representing approximately 1,800 employees. Functions examined included finance, HR, ICT, logistics, sourcing, marketing and communications, legal affairs and other group functions.
The objective was not simply to reduce costs, but to understand where structural and operational changes could create sustainable improvements while ensuring that the organisation remained capable of supporting the business effectively.
II Analysis
Given the scale and diversity of the organisation, Mantec combined several analytical approaches to understand performance from the organisational level down to individual teams and roles.
The work examined areas such as:
- organisational structures, management layers and spans of control
- roles, responsibilities and allocation of work
- processes and opportunities to reduce manual work
- reporting and utilisation of systems
- workload and resource allocation
- service levels and operational performance
The analysis revealed significant differences in improvement potential between functions and individual teams. Rather than applying uniform targets across the organisation, opportunities were therefore identified and validated at team level together with management and functional leaders.
In total, the analysis identified an improvement potential of 19%, corresponding to €20.5 million within the analysed scope.
Importantly, the findings showed that realising the potential would require more than individual efficiency measures. Sustainable results depended on a combination of organisational redesign, process re-engineering and changes in ways of working.
The detailed analysis therefore also provided the foundation for a new organisational design, including clearer roles and responsibilities and the reallocation of tasks.
III Implementation
Following the analysis, the change programme moved rapidly into implementation, allowing the organisation to maintain the momentum created during the analysis phase.
The implementation was carried out in close cooperation between the client and Mantec through a combined project organisation. The programme focused on translating the identified opportunities into concrete changes across the selected functions.
1. Turning analysis into clear actions
The findings were translated into defined changes to organisational structures, processes, roles and responsibilities. This ensured that the identified potential was connected to practical actions rather than remaining at analysis level.
2. Creating ownership across the organisation
Client personnel were closely involved throughout the programme. The joint project organisation helped create ownership of the changes while ensuring that solutions reflected the realities of individual functions and teams.
3. Systematic project management and follow-up
Mantec’s project management and tracking tools were used to maintain progress across the broad programme. Clear follow-up helped keep the different workstreams aligned and ensured that the planned areas reached their targets within the required timeframe.
IV Results
The project successfully translated a large-scale efficiency analysis into measurable business results.
The full €20.5 million improvement potential identified during the analysis was realised within two years.
Beyond the financial impact, the programme created broader structural changes across the organisation. Processes and responsibilities were redesigned, tasks were reallocated and the organisational setup was adjusted to support a more efficient cost structure.
The project demonstrated three important outcomes:
- €20.5 million in identified improvements fully realised
- a more efficient organisational and cost structure
- all planned project areas reaching their targets within the agreed timeframe
The case demonstrates the value of combining detailed analysis with disciplined implementation. Identifying improvement potential is only the first step – lasting value is created when the organisation has the structures, ownership and systematic follow-up needed to turn that potential into measurable results.
Would you like to explore the operational potential in your organisation?
Book a free 45-minute consultation with us:
Denmark – Bent Hansen
bent.hansen@mantec.eu
+45 20 91 46 36
Finland – Eero Vuorensola
eero.vuorensola@mantec.eu
+358 40 54 45 200
Sweden – Göran Svensson
goran.r@mantec.eu
+46 70 631 86 18
Norway – Jan-Erick Olsen
jeolsen@mantec.eu
+47 922 68682
Other countries – Kjetil Barfelt
kjetil.barfelt@mantec.eu
+47 913 13 131
