“The distributed nature of mining and natural resource operations can make it challenging for companies to ensure all parts of the business are working cohesively and efficiently, especially when seeking to deliver large-scale change. The companies who can meet this challenge are the ones that will be best positioned for ongoing viability and long-term success.”
Kirsty NethersellContact Kirsty
Mining and other natural resource operations are often quite geographically distant from business headquarters. This can lead to a very disconnected operations center, which may not be as useful and value-adding to the organization as it can be.
As experts in complex transformation, Berkeley is uniquely positioned to help companies in this sector to overcome this challenge and ensure they’re set up for success.
Our consultants can partner with you to design the right target operating model for your business, clarifying the role of the center and how it works in relation to operations and assets. This will lead to more cohesion around common goals, and increased efficiency and effectiveness.
A disjointed relationship between the center and operations can become most apparent when mining and resource companies need to deliver large programs, whether that be technology implementation or organisational change. As well as overcoming disparate geographies and multiple time zones, a company may also have to contend with structural siloes and cultural differences.
With our expertise in large scale transformation, we can partner with you to help your business units take a successful joined up approach and embed long-lasting change that delivers the desired business benefits.
With our cross-sector experience, we can bring you a fresh perspective and ingenuity to solving your key challenges. Always focused on achieving client outcomes, we can work as trusted partners with your team to turn goals into real results.
Target operating model design
Leading from the front, the Berkeley team brought technical and people skills in equal measure. The team joined at a time where the project struggled with cohesion and a viable plan for success. Berkeley righted the course, living up to the essence of the Anglo American Operating Model in delivering the right work, at the right time and in the right way.
Principal Digital Group Business Improvement, Anglo American
How do we drive enterprise-wide change in a highly devolved operational environment?
How should we divide roles and accountability between our central function and our business units and operations?
How do we ensure operational efficiency to guard against market fluctuations and ensure returns remain attractive for shareholders?
How do I create a case for change when commodity prices are so high that there’s no impetus for efficiency agenda?
How do we balance our production objectives with strengthening our sustainability agenda?
How do I build the right target operating model to ensure we achieve our business goals?
How can we ensure our change management will deliver the outcomes we want to achieve across the business?
How do we achieve integration after M&A?