Organizational Design
Solving low product adoption by re-defining and scaling the problem
Combining existing foundational research insights with design thinking, our small product team made a case for restructuring the way the internal Data & Analytics function at McKinsey was organized and drove the effort.
The opportunity presented itself as an unforeseen outcome of our team's continuous research into our self-serve analytics tools portfolio. As we started mapping the larger end-to-end analytics journey of our analytics colleagues, their unmet needs and opportunity for change became very clear.
The outcome of this transformation was a drastic simplification of the internal organizational structure for the Data & Analytics function, combining the efforts of multiple teams from 3 departments into one consolidated Data & Analytics group. This lead to 10% client-facing efficiency increase and 25% FTE reduction in the D&A function, and an improved and simplified experience for McKinsey's consultants.
SECTOR - Data & Analytics / Technology
TEAM - Sr PM, Tech lead, UX Researcher
EXTENDED TEAM - Data & Analytics Leadership and stakeholders, Department leaders, Risk function
MY ROLE - Foundational Research, Transformation Strategy, Change Management, Senior Stakeholder Management, Implementation and Organizational Design of the new D&A function
LEAD TIME - Foundational research (pre-requisite/driver for change): 1 year - Advocating and PS: 9 months - Implementation and Standing up Group: 3 months
COMPLEXITY - High
Activities
Pre-phase
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Foundational research self-serve analytics tools (Tableau, Alteryx)
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End-to-end analytics journeys for generalists and advanced analytics data experts
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Problem and opportunity identification
Transformation Strategy
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Gathering and syndicating Firm-wide research insights on colleagues working with data
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Organize and lead 3-day strategy workshop for analytics function - Discuss options for collaboration and merger
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Make a case with leadership
Pre-implementation
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Convene and lead virtual analytics group with Analytics and Risk leadership and stakeholders (30 participants)
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Create and manage backlog of work for the group
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Go/no-go decision
Implementation
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Internal strategy discussions
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Design organization structure for new Data & Analytics group
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Determining and finalizing role descriptions, headcount and staffing needs
Data & Analytics group organizational design
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Stand up Group processes (Meeting structures, Agile rituals, Governance, Backlog, etc.)
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Mission/Vision/Strategy
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Roadmaps
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Hiring and on boarding team members
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Internal comms on new group
FRAMEWORKS
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The Influence model. McKinsey & Company. The four building blocks of change
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5 Frames of Performance and Health. McKinsey & Company. A better way to lead large-scale change
"One of our team’s greatest achievements was our initiative to drive a cross-function merger of multiple McKinsey Data & Analytics teams. Marianne’s UX research insights were essential because they revealed opportunities for better alignment of a new, streamlined Data & Analytics organization structure; one that also drove increased internal efficiency."
Brian Bussing, PM, Analytics Team