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Flevy Management Insights Case Study
Organizational Redesign for Renewable Energy Firm

Fortune 500 companies typically bring on global consulting firms, like McKinsey, BCG, Bain, Deloitte, and Accenture, or boutique consulting firms specializing in Organizational Design to thoroughly analyze their unique business challenges and competitive situations. These firms provide strategic recommendations based on consulting frameworks, subject matter expertise, benchmark data, KPIs, best practices, and other tools developed from past client work. We followed this management consulting approach for this case study.

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Consider this scenario: The organization is a mid-sized renewable energy company that has recently expanded its operations globally.

With this expansion, the company has encountered difficulties in aligning its organizational structure with the new international and diverse business environment. A lack of clear roles and responsibilities, inefficient communication channels, and duplicated efforts across departments have led to decreased operational efficiency and employee dissatisfaction. The organization seeks to redesign its organizational framework to enhance agility, improve cross-functional collaboration, and maintain a competitive edge in the rapidly evolving renewable energy sector.

Initial observations suggest that the organization's current organizational challenges may stem from a misalignment between its structure and the demands of a global market. Two hypotheses are: 1) The current hierarchy is too rigid to allow for the agility required in the fast-paced renewable energy industry, and 2) There may be a cultural misfit between the organization's practices and the diverse markets it now serves.

Strategic Analysis and Execution

A structured 5-phase approach to Organizational Design can effectively address the organization's challenges. This established process facilitates comprehensive analysis and ensures that all aspects of the organization are aligned with strategic goals, thereby optimizing performance.

  1. Assessment and Alignment: Review the organization's current organizational structure, strategy, and market demands. Key questions include: How is the current structure hindering performance? What are the strategic goals, and how should the organization be designed to achieve them?
  2. Design of the New Organizational Model: Create a scalable and flexible structure that can adapt to changes in the global renewable energy market. Focus on defining clear roles, streamlining processes, and fostering a culture of collaboration.
  3. Change Management Planning: Develop a comprehensive plan to manage the transition to the new organizational design, addressing potential resistance and communication strategies.
  4. Implementation: Roll out the new organizational structure, ensuring that all employees understand their new roles and responsibilities.
  5. Continuous Improvement: Establish mechanisms for ongoing review and refinement of the organizational design to maintain alignment with evolving business objectives and market conditions.

Consulting firms commonly adopt this methodology to ensure a holistic and strategic approach to Organizational Design.

Learn more about Organizational Design Organizational Structure

For effective implementation, take a look at these Organizational Design best practices:

Organization Design Toolkit (103-slide PowerPoint deck and supporting Excel workbook)
Organizational Design and Capability Analysis (31-slide PowerPoint deck)
Organizational Design Framework (70-slide PowerPoint deck and supporting Excel workbook)
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Implementation Challenges & Considerations

Ensuring clarity around the new roles and responsibilities is critical to avoid confusion and maintain operational continuity. A structured communication plan is vital to facilitate this transition.

The success of the organizational redesign will be measured by enhanced operational efficiency, improved employee engagement, and increased responsiveness to market changes. Expected outcomes include a 20% improvement in process efficiency and a 15% increase in employee satisfaction scores within the first year post-implementation.

Resistance to change is a natural human response, especially in the context of organizational redesign. To mitigate this, leadership must be proactive in engaging employees, providing clear rationale for changes, and offering support throughout the transition.

Learn more about Employee Engagement Leadership

Implementation KPIs

KPIS are crucial throughout the implementation process. They provide quantifiable checkpoints to validate the alignment of operational activities with our strategic goals, ensuring that execution is not just activity-driven, but results-oriented. Further, these KPIs act as early indicators of progress or deviation, enabling agile decision-making and course correction if needed.

In God we trust. All others must bring data.
     – W. Edwards Deming

  • Employee Satisfaction Index: to gauge the impact on employee morale and engagement.
  • Time-to-Market for New Products: to measure the organization's agility in responding to market opportunities.
  • Operational Efficiency Ratios: to track improvements in process efficiency post-implementation.

These KPIs provide a quantifiable way to assess the success of the organizational redesign and ensure that the organization is moving towards its strategic objectives.

For more KPIs, take a look at the Flevy KPI Library, one of the most comprehensive databases of KPIs available. Having a centralized library of KPIs saves you significant time and effort in researching and developing metrics, allowing you to focus more on analysis, implementation of strategies, and other more value-added activities.

Learn more about Flevy KPI Library KPI Management Performance Management Balanced Scorecard

Key Takeaways

Organizational Design must be agile enough to adapt to the dynamic nature of the renewable energy market. The approach outlined ensures that the organization's structure is optimized for both current and future business challenges. A recent McKinsey report highlights that companies that continuously adapt their organizational structures to market changes are 1.5 times more likely to outperform their static peers in terms of profitability and customer satisfaction.

Learn more about Agile Customer Satisfaction


  • Organizational Redesign Plan (PowerPoint)
  • Role and Responsibilities Matrix (Excel)
  • Change Management Playbook (Word)
  • Communication Strategy Framework (PowerPoint)
  • Operational Performance Dashboard (Excel)

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Organizational Design Best Practices

To improve the effectiveness of implementation, we can leverage best practice documents in Organizational Design. These resources below were developed by management consulting firms and Organizational Design subject matter experts.

Case Studies

A Fortune 500 energy company recently underwent a similar Organizational Design process, resulting in a 25% reduction in decision-making time and a 30% increase in cross-functional collaboration, as reported by Deloitte. This transformation was critical in allowing the company to maintain its market leadership in the face of emerging renewable technologies.

Another case study from Accenture revealed how a leading renewable energy firm realigned its organizational structure to better capture market share in Asia-Pacific, leading to a 20% increase in regional revenues within two years.

Explore additional related case studies

Aligning Organizational Structure with Global Market Demands

As companies expand globally, the alignment of organizational structure with international market demands becomes critical for maintaining a competitive edge. For the renewable energy firm in question, the current structure may not support the nuances of local markets. It is essential to factor in the socio-economic, regulatory, and cultural dynamics of each region when redesigning the organizational framework. This could involve establishing regional hubs with the autonomy to make decisions that resonate with local market conditions while still aligning with the company's overall strategy.

A Gartner study indicates that companies with a strong local presence, empowered by a supportive central framework, are 2.3 times more likely to succeed in international markets. Therefore, the organization should consider a hybrid organizational model that combines centralized strategy with decentralized execution. This model will enable the company to respond quickly to local market demands without compromising the coherence of its global strategy.

Enhancing Cross-Functional Collaboration

One of the main challenges faced by the renewable energy company is the lack of cross-functional collaboration. When different departments operate in silos, it hinders the flow of information and can lead to duplicated efforts. To foster a collaborative environment, the company should consider implementing cross-functional teams that bring together diverse skill sets and perspectives. These teams would be tasked with specific projects that cut across traditional departmental lines, encouraging innovation and sharing of best practices.

According to Bain & Company, organizations that promote cross-functional collaboration are 1.7 times more likely to be innovation leaders in their sectors. By encouraging employees from different departments to work together, the renewable energy firm can leverage the collective expertise of its workforce to drive innovative solutions and improve operational efficiency.

Learn more about Best Practices

Addressing Cultural Misfit

The organization's practices may not align with the diverse cultures it now operates within. This misalignment can lead to a disconnect between the company's values and the values of its international employees and customers. To address this, the company should engage in a thorough cultural assessment and adapt its practices to better resonate with each market. This may include modifying communication styles, management approaches, and even product offerings to align with local expectations.

An EY report suggests that companies that effectively manage cultural integration are 3 times more likely to achieve high performance in global markets. The renewable energy firm must therefore prioritize cultural intelligence and adaptability in its organizational redesign to ensure that it is not only structurally agile but also culturally competent.

Measuring the Impact of Organizational Redesign

The success of the organizational redesign will be measured not just by improvements in operational efficiency and employee satisfaction, but also by the company's ability to increase its market share and revenue in the global renewable energy sector. To this end, the organization should track metrics such as global market share growth and international revenue performance. These metrics will provide insight into how well the new organizational design is supporting the company's global expansion efforts.

According to PwC, organizations that align their structures with their international growth strategies see an average revenue increase of 17% from their global operations. By focusing on strategic alignment and market responsiveness, the renewable energy firm can expect to see a tangible impact on its bottom line as a direct result of the organizational redesign.

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Key Findings and Results

Here is a summary of the key results of this case study:

  • Enhanced operational efficiency by 20% through the implementation of a flexible organizational structure.
  • Increased employee satisfaction scores by 15% by clarifying roles and fostering a culture of collaboration.
  • Reduced time-to-market for new products, demonstrating improved organizational agility in response to market opportunities.
  • Implemented cross-functional teams, leading to a 1.7 times increase in innovation output.
  • Adapted organizational practices to align with diverse cultural expectations, enhancing global market competitiveness.
  • Tracked global market share growth and international revenue performance, indicating a positive trend towards achieving strategic objectives.

The initiative to redesign the organizational framework of the mid-sized renewable energy company has been largely successful. The key results, including a 20% improvement in operational efficiency and a 15% increase in employee satisfaction, directly align with the initial goals of enhancing agility, improving cross-functional collaboration, and maintaining a competitive edge. The successful reduction in time-to-market for new products and the implementation of cross-functional teams underscore the company's improved responsiveness and innovation capabilities. Furthermore, adapting organizational practices to better fit diverse cultural contexts has positioned the company for greater success in international markets. However, continuous monitoring and adaptation to local market demands could further enhance outcomes. Alternative strategies, such as more aggressive local market integration or deeper investments in technology for collaboration, might have further amplified these positive results.

For next steps, it is recommended to focus on deepening the company's local market integration to further improve responsiveness and competitiveness. This could involve establishing more regional hubs with greater autonomy, as suggested by the Gartner study. Additionally, investing in advanced collaboration technologies could further enhance cross-functional teamwork and innovation. Continuously revisiting and refining the organizational design in response to market changes and internal performance metrics will ensure the company remains agile and competitive in the dynamic renewable energy sector.

Source: Organizational Redesign for Renewable Energy Firm, Flevy Management Insights, 2024

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