TOM Design and Integration

Sliding Line

  • A professional services firm had grown rapidly through multiple acquisitions, but the pace of growth had outrun the organisation's ability to operate as a coherent whole. Each acquisition brought its own systems, working practices, and culture, leaving the group without a clear, shared direction.

    The result was visible across the business. Teams interpreted the firm's vision and purpose differently. Delivery was inconsistent. Leadership recognised that without a unified operating model, the organisation could not scale effectively or compete at the level its ambitions demanded. A root-and-branch review was needed to bring the operating model into line with the group strategy.

  • We worked through a structured three-phase programme to design and deliver a new Target Operating Model.

    Discovery:

    • Reviewed existing documentation to build a clear picture of the firm's strategy and current operations

    • Ran workshops with senior leadership to map the current state and surface future requirements

    • Interviewed team leaders to identify performance gaps and working practice inconsistencies

    • Ran a company-wide survey to assess cultural alignment and operational performance

    • Identified nine value creation plans across three core areas: Clients, People, and Operations

    Design:

    • Redefined the firm's Vision, Mission, and Purpose to reflect the consolidated group strategy

    • Developed a new business strategy structured around the three pillars of Clients, People, and Operations

    • Produced a detailed as-is assessment of the operating model with clear recommendations

    • Designed six programmes of work to drive delivery of the nine value creation plans

    Delivery:

    • Built a detailed roadmap covering key initiatives, timelines, and milestones

    • Established governance frameworks and stakeholder engagement plans to maintain accountability

    • Managed delivery of priority workstreams to ensure the TOM was embedded across the organisation

    • Reduced ambiguity across the group by establishing a single, clearly defined vision and operating model

    • Improved cross-functional collaboration through a unified delivery model with consistent standards

    • Strengthened talent acquisition and retention through a clearly articulated Employee Value Proposition

    • Reduced hiring costs as a direct result of improved people strategy and stronger employer brand

    • Delivered measurable improvements in client service quality, reflected in positive client feedback

  • Exevion partnered with a fast-growing professional services firm to design and embed a Target Operating Model that brought strategic clarity and operational consistency to a business that had outgrown its previous ways of working.

    By starting with a thorough discovery phase and working closely with leadership throughout, we built a model grounded in the firm's actual operations rather than a theoretical ideal. The result was a practical, deliverable programme that the business could own and run.

    Organisations navigating growth through acquisition face a specific challenge: the operational complexity they inherit rarely keeps pace with their strategic ambitions. Exevion brings the structure, tools, and experience to close that gap.

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