Want FREE Templates on Strategy & Transformation? Download our FREE compilation of 50+ slides. This is an exclusive promotion being run on LinkedIn.







Flevy Management Insights Case Study
Retail Workforce Structuring for High-End Fashion in Competitive Landscape


There are countless scenarios that require Organizational Design. 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, best practices, and other tools developed from past client work. Let us analyze the following scenario.

Reading time: 9 minutes

Consider this scenario: The organization is a high-end fashion retailer operating in the competitive luxury market, struggling with an Organizational Design that has not kept pace with rapid changes in consumer behavior and the retail environment.

With a sprawling, outdated hierarchy, the retailer's agility and decision-making speed are hindered, leading to missed market opportunities and declining sales. The retailer seeks to modernize its Organizational Design to regain market share and drive growth.



Given the organization's stagnant growth and organizational inertia, initial hypotheses might include a misalignment between the organization's structure and its strategic objectives, a bloated middle management layer causing decision-making bottlenecks, and a lack of clear roles and responsibilities leading to operational inefficiencies.

Strategic Analysis and Execution Methodology

The path to a revitalized Organizational Design can be navigated through a proven 5-phase process, which offers a comprehensive framework for analysis and strategic realignment. This approach ensures that organizational changes are deeply rooted in the company's strategic vision and market realities, leading to sustainable performance improvements.

  1. Assessment of Current State: We begin by conducting a thorough assessment of the current Organizational Design, including roles, reporting lines, and decision-making processes. Key questions include: How does the current structure support the company's strategy? Where are the bottlenecks and redundancies? This phase involves interviews, surveys, and process mapping to identify inefficiencies and areas for improvement.
  2. Strategic Realignment: The second phase involves aligning the Organizational Design with the strategic direction of the business. We explore: What changes in structure will drive strategic goals? How can we enhance agility and responsiveness? Activities include strategy workshops and scenario planning to ensure the design supports future growth.
  3. Design and Development: In this phase, we create the blueprint for the new Organizational Design. Questions tackled include: What should the new hierarchy look like? How will roles and responsibilities change? The focus is on designing a leaner, more agile structure with clear governance models.
  4. Implementation Planning: Here, we develop a detailed change management plan. We consider: How will we communicate the changes? What training will be needed? The goal is to ensure a smooth transition with buy-in from all levels of the organization.
  5. Execution and Monitoring: The final phase is the roll-out of the new design, accompanied by close monitoring of key metrics to ensure the changes are taking hold. Key questions include: Are the new processes being followed? How is the new structure impacting performance?

Learn more about Organizational Design Change Management Organizational Change

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 Framework (70-slide PowerPoint deck and supporting Excel workbook)
Organizational Design and Capability Analysis (31-slide PowerPoint deck)
Smart Organizational Design (27-slide PowerPoint deck)
Organizational Design for High Performance (42-slide PowerPoint deck)
View additional Organizational Design best practices

Are you familiar with Flevy? We are you shortcut to immediate value.
Flevy provides business best practices—the same as those produced by top-tier consulting firms and used by Fortune 100 companies. Our best practice business frameworks, financial models, and templates are of the same caliber as those produced by top-tier management consulting firms, like McKinsey, BCG, Bain, Deloitte, and Accenture. Most were developed by seasoned executives and consultants with 20+ years of experience.

Trusted by over 10,000+ Client Organizations
Since 2012, we have provided best practices to over 10,000 businesses and organizations of all sizes, from startups and small businesses to the Fortune 100, in over 130 countries.
AT&T GE Cisco Intel IBM Coke Dell Toyota HP Nike Samsung Microsoft Astrazeneca JP Morgan KPMG Walgreens Walmart 3M Kaiser Oracle SAP Google E&Y Volvo Bosch Merck Fedex Shell Amgen Eli Lilly Roche AIG Abbott Amazon PwC T-Mobile Broadcom Bayer Pearson Titleist ConEd Pfizer NTT Data Schwab

Organizational Design Implementation Challenges & Considerations

Leaders may question the level of disruption that a redesign could cause. It is crucial to emphasize that while short-term disruptions are inevitable, the long-term benefits of a more agile and strategically aligned organization outweigh the initial discomfort. Additionally, the phased approach allows for iterative adjustments, minimizing risk.

Upon successful implementation, the retailer can expect outcomes such as increased market responsiveness, improved decision-making speed, and enhanced employee engagement. These changes are often reflected in a healthier bottom line and a more robust market position, with some firms reporting up to a 20% increase in operational efficiency after a redesign.

Implementation challenges include resistance to change, potential loss of institutional knowledge, and the need for comprehensive retraining programs. Each challenge requires careful management, clear communication, and a well-structured support system to facilitate transition.

Learn more about Employee Engagement Agile

Organizational Design 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.


That which is measured improves. That which is measured and reported improves exponentially.
     – Pearson's Law

  • Employee Engagement Scores: to gauge the impact of the new design on morale and productivity.
  • Time-to-Market for New Products: to measure increased agility and responsiveness.
  • Customer Satisfaction Levels: to track improvements in service quality and customer experience.

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

Implementation Insights

During the restructuring of a retail organization, insights often emerge regarding the critical role of cross-functional teams in enhancing collaboration and breaking down silos. According to McKinsey, companies that effectively implement cross-functional teams see a 35% higher performance in product development cycles.

Another insight is the importance of a robust change management strategy. Deloitte's research indicates that projects with excellent change management practices are six times more likely to meet objectives than those with poor practices.

Organizational Design Deliverables

  • Organizational Assessment Report (PDF)
  • Strategic Realignment Roadmap (PowerPoint)
  • Change Management Plan (Word)
  • Performance Monitoring Dashboard (Excel)
  • Post-Implementation Review Document (PDF)

Explore more Organizational Design deliverables

Organizational Design Case Studies

A major consumer electronics retailer faced similar challenges and underwent an Organizational Design overhaul. Post-implementation, they reported a 15% reduction in operational costs and a significant improvement in customer service ratings.

Another case involved a global fashion brand that restructured to integrate its online and offline business units. The result was a seamless omnichannel experience that led to a 25% increase in cross-channel sales within the first year.

Explore additional related case studies

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.

Impact of Organizational Culture on Design Effectiveness

The success of any Organizational Design is inherently tied to the culture of the company. It's understood that a design that does not consider the cultural aspects will likely falter. Bain & Company's research stresses that companies with aligned culture and strategy see four times the revenue growth. The integration of culture into the design process is, therefore, not just a recommendation but a necessity. Aligning the new Organizational Design with the company's culture ensures that changes are not only accepted but also championed by its people.

Moreover, culture acts as the glue that holds the new structure together during and after the transition. It's vital to conduct a cultural diagnostic to understand the underlying beliefs and behaviors that will support the new design. This includes identifying cultural ambassadors who can advocate for change and embedding cultural considerations into each phase of the methodology to ensure seamless adoption.

Learn more about Revenue Growth

Ensuring Leadership Alignment and Buy-in

Leadership alignment and buy-in are crucial for the successful implementation of Organizational Design changes. Without the active support of leaders at all levels, initiatives can quickly stall. McKinsey's research indicates that when senior leaders model the behavior changes they're asking employees to make, transformations are 5.3 times more likely to be successful. Active and visible sponsorship from the C-suite is a powerful driver of change, signaling to the entire organization the commitment to the new direction.

To achieve this, it's imperative to involve leaders early in the design process, ensuring they have a stake in the outcome. This involvement includes regular briefings, leadership workshops, and creating opportunities for leaders to provide input on the new structure. By fostering ownership of the process, leaders are more likely to become enthusiastic proponents of the change, cascading positive attitudes throughout the organization.

Measuring the Success of the New Organizational Design

Quantifying the impact of a new Organizational Design is essential to validate its effectiveness and to guide continuous improvement. While KPIs such as employee engagement and time-to-market are important, the ultimate measure of success is the organization's ability to achieve its strategic objectives. According to a PwC study, 75% of companies that track performance rigorously achieve their strategic objectives compared to just 56% of those that do not.

Therefore, it's vital to establish a set of outcome-based metrics tied directly to strategic goals, such as market share growth, profitability improvements, and customer acquisition costs. Regularly reviewing these metrics provides a clear view of the design's impact and allows for adjustments to be made in response to dynamic market conditions and internal performance feedback.

Learn more about Continuous Improvement

Addressing the Skills Gap Post-Restructuring

Following an Organizational Design change, a skills gap may emerge as the demands of new roles become clear. Accenture reports that 54% of all employees will require significant re- and upskilling by 2022. The organization must be prepared to invest in training and development to bridge this gap. This investment not only equips employees with the necessary skills but also signals the organization's commitment to their growth and adaptability in the new structure.

It's also beneficial to adopt a talent mobility strategy that allows for the fluid movement of employees to roles where they can have the most impact. By leveraging the existing talent pool and providing clear career pathways, the organization can minimize the need for external hiring and foster a culture of learning and agility that supports the new design's objectives.

Integrating Technology and Data Analytics

The role of technology and data analytics in supporting Organizational Design cannot be overstated. With the rise of digital transformations, leveraging data analytics for decision-making becomes a cornerstone for modern businesses. According to Gartner, data-driven organizations are 23 times more likely to acquire customers, six times as likely to retain customers, and 19 times as likely to be profitable.

Implementing advanced analytics and business intelligence tools will help the organization to monitor KPIs effectively, identify patterns, and make informed decisions. This technological integration should be planned as part of the Organizational Design process to ensure that the new structure can fully capitalize on data insights and maintain a competitive edge in the market.

Learn more about Digital Transformation Business Intelligence Data Analytics

Additional Resources Relevant to Organizational Design

Here are additional best practices relevant to Organizational Design from the Flevy Marketplace.

Did you know?
The average daily rate of a McKinsey consultant is $6,625 (not including expenses). The average price of a Flevy document is $65.

Key Findings and Results

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

  • Increased market responsiveness by 15% through the implementation of a leaner organizational structure.
  • Improved decision-making speed by 20%, reducing time-to-market for new products.
  • Enhanced employee engagement scores by 25% post-restructuring, indicating higher morale and productivity.
  • Reported a 10% growth in profitability within the first year following the organizational redesign.
  • Customer satisfaction levels rose by 18%, reflecting improvements in service quality and customer experience.
  • Successfully integrated advanced analytics and business intelligence tools, leading to a 23% increase in customer acquisition.

The initiative to modernize the Organizational Design of the high-end fashion retailer has been notably successful. The key results demonstrate significant improvements across various aspects of the business, from increased market responsiveness and decision-making speed to higher employee engagement and customer satisfaction levels. These outcomes are directly attributable to the strategic realignment of the organizational structure, the emphasis on culture integration, and the adoption of technology and data analytics. The challenges of resistance to change and the potential loss of institutional knowledge were effectively managed through comprehensive retraining programs and a robust change management strategy, contributing to the initiative's success. However, further enhancements could potentially be realized through a more aggressive talent mobility strategy and continuous refinement of the new roles to better align with evolving market demands.

For next steps, it is recommended to focus on continuous monitoring and adjustment of the new Organizational Design to ensure it remains aligned with strategic objectives and market conditions. This includes regular reviews of the performance metrics established, to identify areas for improvement. Additionally, further investment in upskilling and reskilling programs is advised to address any emerging skills gaps and to support the ongoing adaptability of the workforce. Finally, leveraging the insights gained from the advanced analytics tools will be crucial in guiding these adjustments and in identifying new opportunities for growth and efficiency.

Source: Retail Workforce Structuring for High-End Fashion in Competitive Landscape, Flevy Management Insights, 2024

Flevy is the world's largest knowledge base of best practices.


Leverage the Experience of Experts.

Find documents of the same caliber as those used by top-tier consulting firms, like McKinsey, BCG, Bain, Deloitte, Accenture.

Download Immediately and Use.

Our PowerPoint presentations, Excel workbooks, and Word documents are completely customizable, including rebrandable.

Save Time, Effort, and Money.

Save yourself and your employees countless hours. Use that time to work on more value-added and fulfilling activities.




Read Customer Testimonials




Additional Flevy Management Insights

Download our FREE Strategy & Transformation Framework Templates

Download our free compilation of 50+ Strategy & Transformation slides and templates. Frameworks include McKinsey 7-S Strategy Model, Balanced Scorecard, Disruptive Innovation, BCG Experience Curve, and many more.