Adapting Organisational Design for the Digital Age
As Artificial Intelligence (Ai) redefines how work is performed, traditional functions like Finance and Project Management, once siloed and task-driven, can be reimagined or eliminated entirely.
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This case study highlights how strategic restructuring, enabled by Ai and integrated systems, dissolved outdated roles and built a more adaptive, outcome-focused operating model. Instead of layering technology onto legacy structures, the organisation redesigned its architecture from the ground up, resulting in: reduced operational fixed costs, streamlined functions with minimal duplication, a future-ready organisational design, and reimagined approaches to outsourcing.
The Organisation
The organisation was structured around conventional back-office functions, with roles and responsibilities aligned to legacy workflows and compliance needs. Finance teams focused on reporting and reconciliation; project managers coordinated across fragmented systems and stakeholder groups. As digital systems evolved, these functions became slower, duplicative, and misaligned with the organisation’s real-time, data-driven needs.
Challenges
Rigid functional silos limiting agility and innovation
Duplicated work due to fragmented systems and manual handovers
Roles defined by oversight rather than value creation
Cultural resistance to removing traditional roles or hierarchies
Limited capability to reimagine structure beyond legacy models
Approach . Outcomes
The approach involved understanding the organisation's core business and adapting existing operations to take advantage of new technologies.
Achieved 24% reduction in fixed costs through structural rationalisation and optimsation
Adapted organisational structure for ongoing and fast paced technological change
Removed 45% of unnecessary processes and increased agility and capabilities for future growth
Completely (100%) eliminated outsourcing requirements and costs to improve profitability
