Designing a Scalable and Harmonized Global Operating Model to Enable Sustainable Performance

Strategic Clarity
Together with global and regional leaders, we translated strategic ambition into a small set of guiding design principles for the future operating model: scalable process design, global standardization with local fit, automation and digitalization, clear role ownership, and fit-for-purpose governance. Using outside-in benchmarks, activity mapping, and transparency on end-to-end responsibilities, and a structured review of payroll and non-payroll cost drivers, we built a shared, fact-based understanding of current complexity and defined clear strategic initiatives to enhance their operating model across functions and regions.

Execution that sticks
From day one, execution was embedded into the design. Each functional target picture was stress-tested through cross-regional and functional feasibility discussions with different stakeholders and external experts. This resulted in a consolidated, multi-year roadmap that sequenced initiatives pragmatically and enables early operational improvements while building long-term scalability.

Co-Creation for real buy-in

TTE ensured genuine ownership by designing the transformation as a joint leadership effort. Global functional leads, regional leaders, and CEOs co-created the future model through structured workshops and functional deep dives. This ensured decisions were globally consistent, operationally grounded, and fully owned by those accountable for delivery – creating commitment well beyond design.

The Global Operating Model harmonization created tangible value across business, organization, and people dimensions. From a business perspective, the company now operates on a scalable and future-ready platform that supports growth, faster decision-making, and consistent performance across regions – enabling sustainable efficiency gains and  >10% EBITDA uplift. Organizationally, standardized end-to-end processes embedded in a clear Target Operating Model replaced fragmented local approaches and established consistent governance and role ownership, with clear guidance on which automation and AI tools are leveraged by each function, and for which use cases – ensuring technology supports execution in a structured and scalable way. For leaders and teams, the transformation brought clarity on global versus regional responsibilities, standardized future processes, and required capabilities, along with practical guidance on how to adopt and scale digital and AI-enabled ways of working—strengthening accountability, confidence, and execution discipline across the organization.

The project was led hand-in-hand with the global leadership team, including global functional leads, regional CEOs and regional functional leads. Global functional leaders took end-to-end ownership of their Target Operating Models, while regional leaders ensured feasibility, alignment, and fit with local market conditions. Through intensive workshops, structured governance, and continuous leadership dialogue, teams across regions jointly shaped the operating model for the next phase of the company – building trust, alignment, and shared commitment for execution.