Following the merger of two large international engineering companies — with a combined workforce of 20,000 employees and revenues exceeding $15 billion — the client’s European entities were facing significant organisational overlaps and the integration challenges associated with two distinct operating systems. At the same time, the merger was contingent upon the successful deployment of an ambitious five-year commercial strategy aimed at expanding the business footprint across additional European markets while reinforcing its presence in key existing regions.
Damona supported the client’s cross-capability function in assessing how the organisation needed to evolve its capabilities to support these commercial ambitions while operating as an integrated enterprise. The client sought to go beyond the implementation of standalone tools and instead develop a resilient, long-term capability strategy. The objective of the engagement was to complement the Target Operating Model by strengthening the capability-related dimensions of the organisation.
To support this objective, Damona delivered the following activities:
- Commercial ambition assessment: Review of the client’s commercial plan across targeted business units and benchmarking against announced mega-projects representing more than $1 billion in projected investments.
- Target Operating Model definition focused on key verticals:
- Organisation & Governance
- Processes & Capabilities
- Systems & Performance
- Roadmap development: Assessment and prioritisation of the proposed recommendations, including deployment sequencing across short-, medium-, and long-term horizons.
- Capability sourcing strategy: Categorisation of capability enablers across three delivery approaches — Build, Buy, and Borrow.
This engagement provided the client with a clear understanding of how to evolve its capability development approach to support an expanded post-merger enterprise while aligning with its long-term commercial objectives.
