1. Situation

An aerospace company wanted to unlock growth in established and emerging fields, but organizational silos were limiting its ability to pursue market opportunities. The shareholder and leadership team needed a model that connected strategy, operating responsibilities and governance while creating a credible route from the existing organization to the future one.

2. Approach

The work began with structure benchmarking, value-chain analysis, a review of governance and an assessment of the personnel structure. Input from the client team helped identify where interfaces, responsibilities and management layers were obstructing the strategy.

Together with leadership, we developed a target organization that brought the operating model, structural units, governance mechanisms, committees and executive roles into one coherent design. Alternatives were evaluated against the strategic requirements and the practical implications for people and decision-making.

The selected model was translated into a case for change, a benefit case and a twelve-month transition roadmap. Detailed action plans and a personnel-transfer concept defined the sequence from the current structure to the target organization.

3. Result

The reorganization reduced departmental silos and redundancies, streamlined the management structure and created greater clarity of focus. A revised supervisory model strengthened shareholder oversight, while a new industry advisory board supported the go-to-market strategy and R&D roadmap. The final implementation plan connected the organization changes to the shareholder objectives in the five-year financial plan.