To meet expectations from the City, investors and employees, companies are always looking for ways to improve and work at their absolute best. Each new initiative brings with it a programme of work that requires people to change or adopt a new way of thinking or working. Molten’s services support these efforts.

Molten’s Organisation & People (O&P) practice works with Clients to overcome the organisation and people challenges that arise as a result of shifting markets, changing priorities and new technologies.

Our core services include:

•  Organisational strategy, blueprint and culture
•  Organisational and leadership effectiveness
•  Strategic talent management
•  Organisation design and restructuring
•  Change strategy and management
•  Communications strategy, infrastructure and process development

Our products and tools have been developed in-house and support the delivery of core O&P services.  All have been created with Client needs in mind and in conjunction with Molten’s Industry sector teams.

Some examples:

•  Organisational integration - internal, external
•  Post-integration evaluation and need-gap analysis
•  Current-state diagnostic - organisational, divisional
•  Organisational culture: diagnostics and planning
•  Organisational capability assessment and need-gap analysis
•  Job family development / establishing “Professional Discipline”
•  Value management - return on organisational change investment
•  Market-entry - requirements definition and execution

Global Investment Bank: Led organisation and culture transformation to become a fully integrated bank, made up of legacy, new and subsidiary businesses.  The reorganisation required a major shift in culture, governance, organisation and ways of working affecting the North America, EMEA, and Asia Pacific regions.

Middle Eastern National Oil Company: Worked with the Board to develop the company’s 5-year strategy and objectives and the capabilities needed to achieve it, identified gaps in the existing organisation (structure and capabilities), and developed phased plans to fill the gaps and help the company meet its substantial growth targets. Led to a new strategy, new organisational structure and growth of more than 400% in the 12-months after the recommendations were approved by the Board.

Russian Oil Major: Worked with back-office support functions to increase quality and create more flexible support teams for front-office technical departments. Reduced the number of complaints about back-office performance by 40%, reduced the number of documents sent for correction by 20%, and reduced headcount by 15%.

Leading European Utility: Integrated a UK acquisition into the main European operation. Implemented a corporate culture model to support accelerated delivery; integrated the cultural targets into the performance management and compensation systems and central functions restructure; and developed and implemented a targeted campaign to help the Client retain key parts of its middle management team.

Global High-Tech Company: Created workforce development plans for the European division of this global high-tech company; supported development of consistent processes and competency measurement.  Designed and developed a pan-European competency framework.  Applied the competency framework to learning, performance management and resourcing across all job descriptions and individual employee development plans.