Fueled by People.
Driven by Outcomes.
Case Study 4
Strengthening Finance Position in a Post-Merger Transformation
Context
Following the merger of two large entities, a newly formed utility embarked on a series of transformation initiatives to realise operational synergies and improve performance.
The Finance function was identified as a priority area. A new service model was developed, defining required services, responsibilities, and performance expectations within a formal KPI framework.
However, leadership required confidence that the function could successfully transition into the future operating model.
The advisory partner was engaged to provide structured insight into Finance position and the actions required to enable successful adaptation.
Advisory Challenge
The redesign of the Finance operating model was well articulated.
The risk lay in execution.
The key questions were:
• Could the function adapt to new service expectations?
• Were leadership behaviours aligned to the future model?
• Did capability gaps exist that could undermine performance?
• What interventions were required to move toward the intended “success quadrant”?
Traditional performance reviews would not surface these structural capability issues with sufficient clarity.
The partner required organisation-wide insight grounded in lived experience — not assumption.
Deployment of Si
Si was deployed across the Finance function to assess adaptability, alignment, and capability capacity relative to the newly defined service model.
By engaging the team directly, the platform provided:
• Insight into alignment with defined service responsibilities
• Identification of structural capability gaps
• Visibility into performance pressures affecting transition
• Evidence-based prioritisation of uplift initiatives
The output translated the service model from theory into measurable capacity intelligence.
Client Outcomes
• Clear identification of Finance capability gaps
• Targeted intervention plans aligned to the future service model
• Increased confidence in transition planning
• Establishment of a repeatable monitoring cycle to track progress
• The Finance transformation moved from structural design to disciplined execution.
Partner Outcomes
The deployment of Si strengthened the partner’s advisory authority within the functional transformation.
Rather than relying solely on framework design, the partner anchored recommendations in structured, function-wide intelligence.
This enabled:
• More precise executive conversations
• Clear prioritisation of uplift actions
• Stronger governance alignment
• Ongoing monitoring discipline beyond initial redesign
The partner moved beyond operating model design to capability-enabled transformation leadership.