There is a risk that the organisational structure results in siloed focus and siloed priorities between distinct business units, products, and geographies rather than collaborative efforts to reach group objectives.
There are various interventions that we have already made which now need to be embedded further and continue to be strengthened: this includes group target setting and clarifying roles and responsibilities in the matrix organisation, particularly around the key crosscutting functions sales/account management, marketing, product, technology, and the sharing of data.
arly in 2022, we finalised the merger of our three UK trading entities and we are in the process of installing one common finance system globally across our Building Lifecycle business to increase transparency, improve the control environment and make data more readily available. As we build on this in 2022 we will be reviewing our policies and procedures across the Group and adapting our governance model and matrix structure as we adapt the organisation for growth.
In addition, the intention is for our work on the employee value proposition (EVP, employee offer) to include the design and implementation of global career paths and harmonised roles across the regions which will further enable cross-fertilisation. This will be supplemented by people policies and procedures and cohesive learning and development approaches.