We were engaged by one of the world’s leading betting companies, with thousands of betting outlets across Europe as well as over one million online customers.

They required support in integrating an newly acquired online betting exchange into its corporate structure, including a redesign of the existing organisation to align to the parent.


  • As part of the acquisition, our client had two objectives for the organisation redesign:
    • To create an organisation structure that delivers the vision and strategy as part of the Target Operating Model
    • To create more alignment of the acquired company to the parent, both in terms of roles, remuneration and t&c’s
  • As part of our overall leadership of the integration programme, we led an Organisation Redesign workstream to design and implement the new structure


  • We started by analysing the existing organisation structure including spans of control, grading, reward, role titles, job descriptions and competency frameworks. We also ran time and motion (WILO) studies to understand how time was spent currently, alongside a culture survey
  • Having already worked with the newly formed leadership team to develop a vision, strategy and transformational roadmap for the organisation, we took them through a series of OD workshop to define:
    • A set of organisation design principles and corporate values
    • A high level functional structure and accountabilities aligned to the ‘to-be’ processes
    • Detailed organisation structures by functional area (roles, headcount and costs), including a new off-shore team
    • Detailed role level RACI for the ‘to-be’ processes
    • Options for the people transition
    • The launch of the new organisation
    • A balanced scorecard that could be cascaded into role-based KPIs
    • Governance structures
  • We worked with HR to:
    • Create new job descriptions, competency frameworks and performance management processes
    • Realign pay and benefits to the parent organisation, including new grading structures
    • Plan and implement the consultation process including employee briefings, consultation scripts, redundancy and relocation packages
    • Define the selection process (skills mapping) and plan the people transition


  • Successfully aligned all employees to the new structure
  • Maintained engagement and business performance through the people transition, with positive feedback from employees
  • Ensured forward control on the employee cost base through ‘red ringing’ and grade alignment