The challenge
As companies grow, they often reach a point where their operating model needs to evolve. What once supported integration and scale may no longer enable speed, ownership, or execution in the same way as usual. Not because the model was wrong, but because the business has matured beyond its current model.
This was the case for a large integrated energy group in Europe. Formed through a successful merger, the organization brought together a portfolio of strong, independently operating companies. Each business had grown to become market leader in its own industry – serving distinct customers, responding to different market dynamics, and pursuing unique strategies.
The existing group structure had served the merged entity well in the years following the merger, providing stability and coherence during a period of rapid growth. However, as the organization matured, it became evident that the structure needed to evolve. To support continued success, each business required greater autonomy – enabling faster decision-making, clearer accountability, and a stronger sense of ownership. This shift was essential for our client to continue being the best possible owner of its strong and increasingly distinct businesses.
The approach
Eraneos supported this organizational transformation by helping our client design and implement a new operating model supporting the next phase. By reviewing the group’s current operating model, we defined the optimal model to match their strategy and ambitions. This involved defining which capabilities should remain at the group level and which were better owned locally. As central support functions were decentralized, execution power was strengthened at the business-unit level. Each company now operates with greater autonomy, backed by the right structures and governance needed to act decisively and maintain its position as a market leader.
The results
In close collaboration with the client, Eraneos helped the client transform from a classical group structure to a conglomerate. All customer-facing activities were consolidated, and hundreds of employees were successfully transitioned from the group to the respective subsidiaries. As a result, all core business areas are now significantly better positioned to execute, adapt, and innovate at speed.
About the client
Our client is a leading Danish energy and telecommunications provider with over one million customer relationships. The client operates across electricity distribution, broadband, TV, and energy trading – making it a key player in Denmark’s green transition and digital infrastructure.