Structuring the growth of a national network
Challenge
A national group of senior residences was entering a strategic phase of restructuring to support growth while maintaining a high level of service quality for residents.
As the network expanded, a number of structural challenges emerged:
- Fragmented operations between different residences, this leads to inefficiencies and a sometimes uneven quality of service
- Overworked management teams, with regional managers finding it difficult to supervise expanding teams and infrastructures
- Limited collaboration between key functions (care, operations, HR, finance), slowing down decisions and innovation initiatives
- Need for develop a more scalable, resident-centric model to support growth without compromising service excellence
Against this backdrop, the organisation had to transform its operating model in order to sustain growth while preserving its DNA of quality and care for residents.
A program of strategic advice to the management team was set up to structure this transformation.
About us
When a service organisation expands rapidly, growth can reveal structural limits:
- unclear governance
- over-centralised decision-making
- lack of alignment between teams
- heterogeneous processes between sites
In a sector as sensitive as senior care, these challenges have a direct impact on service quality and resident experience.
The central question: how to restructure the organisation to support growth while guaranteeing consistent, resident-focused service quality?
A structured program of six-month strategic consulting was set up to support the management team in its transformation.
The main objectives were to :
- Align the management team around a common vision sustainable growth and resident-focused service
- Clarify governance and identify leadership gaps
- Effective change management and manage internal resistance
- Identify organisational inefficiencies and growth opportunities
- Standardise best practices between residences
- Implement a new regional management model, decentralising certain decisions
Develop an internal communications plan to engage teams and encourage a culture of continuous improvement
The program is structured into three key phases.
Phase 1 - Diagnosis and strategic alignment
- realization of’interviews with key stakeholders
- analysis of organisational and operational dynamics
- facilitating’strategic workshops with the management team
Objective: establish a common vision and identify transformation priorities.
Phase 2 - Defining the restructuring strategy
- design of a new regional management model
- greater autonomy for local managers, while ensuring alignment with Group strategy
- identification of leadership shortcomings
- implementation of a clearer, more structured governance
Phase 3 - Implementation and change management
- training management teams in change management principles
- introduction of new processes and initiatives for sharing best practices
- development of internal communication plan
Initiatives included :
- focus groups with teams
- sessions Lunch & Learn
- exchange spaces to support employees in their transformation.
✔ Enhanced operating efficiency, with fewer administrative bottlenecks and faster decisions
✔ Greater leadership and accountability in residences
✔ Greater autonomy for local managers, to better respond to the needs of residents and teams
✔ Improved cross-functional collaboration between care, operations, HR and finance
✔ Better allocation of resources and development of innovative initiatives for residents
✔ Gradual standardization of best practices between residences
✔ Scalable organizational model, to support growth without compromising service quality
Are you facing a similar situation?
In fast-growing organizations, structuring the governance and management model is a key lever for maintaining service quality and supporting expansion.
Strategic coaching enables you to :
- aligning management teams
- clarify responsibilities and processes
- secure transformation phases.
Are you working with an organisation undergoing growth or restructuring? Let's talk about how to structure this transformation.