Financial services
Halden Systems
£2.1m in avoided duplicate headcount
Eight months after a merger, Halden's two legacy back offices were still operating as two teams doing the same job under one letterhead — nobody had made the call on which process would survive the integration, so both survived by default.
We mapped both processes against a single target operating model, found that 60% of the work was genuinely duplicated, and made the org-design call that had been sitting unmade since close: one process, one team, with the stronger of the two legacy leads running it.
The redundancy programme that followed was hard, and we said so before the model told anyone it would be easy. It avoided roughly £2.1m in ongoing duplicate headcount cost in year one alone.
“They made the decision the merger announcement had implied but nobody had actually made.”
Group COO, Halden Systems