THE WORK AT A GLANCE
Aligning Leadership Structure with Growth Strategy
What We Did
Lotis Blue helped a Top 25 accounting firm redesign its leadership organization to address performance gaps, unclear accountabilities, and growing operational complexity. Through leadership interviews, organizational analysis, structural scenario testing, and role design, we created a clearer model for leading growth, innovation, analytics, revenue operations, and enterprise priorities.
The Impact
The firm strengthened revenue operations, streamlined annual business planning, and clarified ownership across growth, innovation, and analytics. Redesigned leadership teams, governance, and decision rights also improved alignment, reduced tension, and enabled faster, higher-quality decisions while creating scalable options for continued growth.
INDUSTRY
Accounting
SERVICES
ORGANIZATIONAL DESIGN
STRATEGY ALIGNMENT
Top 25
Public Accounting Firm
$600M
Revenue
250+
Partners
40
Offices
01 – BUSINESS ISSUE
Redesigning a Leadership Model That Had Not Kept Pace with Growth
The firm had grown 60% since its leadership roles and team structure were last redesigned. Although revenue continued to increase, performance was trailing many competitors, and the existing leadership model was no longer providing the ownership, capabilities, or coordination needed to deliver the firm’s strategy.
01
The firm lagged more than 60% of competitors on growth, recurring services, and partner productivity.
02
Growth priorities were constrained by weak sales productivity, limited delivery capacity, and underdeveloped revenue operations.
03
Innovation and analytics were progressing more slowly than the board expected.
04
Senior leaders faced significant tension and lacked clarity around roles, accountability, and ownership of major priorities.
02 – OUR APPROACH
Designing Leadership Roles, Teams, and Governance Around Strategic Priorities
Lotis Blue began by identifying the most significant areas of leadership and organizational dysfunction through executive interviews and a review of the firm’s existing structures, roles, processes, and documentation. We then defined the outcomes each area needed to deliver based on the firm’s strategy and the board’s investment priorities.
For each challenge, we assessed whether the solution required structural change, stronger processes, new capabilities, different talent, or more dedicated leadership. We developed multiple organization design options and worked with firm leaders to align on the preferred model.
Building on this work, we:
- Identified functions and priorities that lacked sufficient leadership ownership.
- Developed structural options for growth, analytics, innovation, and senior leadership.
- Created role and team profiles with clear metrics, accountabilities, and decision rights.
- Built a clear narrative explaining the need for change and how the future model would operate.
- Tested the design through realistic scenarios to define its intended week-to-week functioning.
03 – BUSINESS IMPACT
Strengthening Growth Execution and Enterprise Leadership
The redesigned organization strengthened the firm’s ability to execute its growth strategy. A rebuilt growth function significantly improved revenue operations, intelligence gathering, and enablement tools, while a more coordinated annual planning process connected industry leaders with functional chiefs and service line leaders.
The work also clarified ownership across data, analytics, innovation, and enterprise leadership. Redesigned leadership teams, governance, and decision rights reduced interpersonal tension and supported faster, better-informed decisions. The firm also gained scalable structural options for addressing future leadership needs as it continued to grow.
01
Strengthened revenue operations and the tools supporting firmwide growth.
02
Created a more integrated and effective annual business planning process.
03
Clarified leadership ownership across analytics, technology, and service innovation.
04
Improved senior leadership alignment, governance, and decision-making.
