Case study
Building the Operating System for Enterprise Transformation
Fortune 50 Global Retailer · Enterprise Strategy and Operating Model
A complex enterprise transformation required more than new technology. It required a management system connecting strategy, investment, governance, execution and adoption.
The engagement designed and operationalized an integrated strategy-to-execution model connecting six critical capabilities.
Operating Model Design · Portfolio Strategy · Transformation · Governance · Change & Adoption
The challenge
A Fortune 50 global retailer was investing in a major enterprise transformation spanning data governance, quality, platforms, AI management and analytics.
The technology investments were only part of the challenge. The organization needed a way to align strategy, investment, governance, execution and adoption across a complex enterprise ecosystem.
Leadership needed greater clarity around priorities and accountability, stronger portfolio visibility, consistent measures of organizational maturity, and an operating model capable of moving new capabilities from strategy to implementation to sustained adoption.
The strategy-to-execution model
- 01
Strategy Development
- 02
Operating Model
- 03
Portfolio and Business Operations
- 04
Enterprise Governance
- 05
Maturity and Measurement
- 06
Change & Adoption
The approach
Strategy Development
Partnered across technology, data, and business units to develop the enterprise data management strategy approved by the enterprise CTO and presented to the enterprise Board of Directors.
Operating Model Design
Defined and implemented Walmart's enterprise data governance operating model, establishing enterprise capabilities spanning data strategy, governance, architecture, tooling, literacy, maturity assessment, enterprise data models, and policy management. This framework enabled enterprise-wide adoption of a federated data model across all major business functions namely Finance, People, Store Operations, Technology, Merchandising, Supply Chain, Commercialization, Marketing, etc.
Portfolio & Business Operations
Established annual planning, OKRs, financial and resource management, portfolio governance, executive reporting and performance management.
Enterprise Governance
Created cross-functional governance mechanisms connecting technology, product, business and enterprise leadership.
Maturity & Measurement
Developed a repeatable framework for assessing organizational capabilities, identifying gaps and prioritizing investment.
Change & Adoption
Built an integrated approach to stakeholder engagement, communications, education, adoption and capability activation.
The impact
- Aligned priorities and investments across the portfolio.
- Created accountability across strategy, technology, operations and business teams.
- Improved visibility into performance, resources, dependencies and execution risk.
- Measured organizational maturity and translated capability gaps into actionable priorities.
- Drove adoption by embedding change management and education directly into implementation.
- Created a repeatable operating architecture for moving enterprise priorities from strategy through execution and adoption.
The takeaway
Transformation doesn't fail for lack of ambition. It often fails in the space between strategy and execution.
Clark Global Advisory helps organizations close that gap by building the operating models, governance, portfolio disciplines and execution mechanisms required to turn strategic priorities into measurable results.
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