Organization Design for a Financial Services Firm

Client Overview 

Client is a Fortune 500 member that is a leader in the retail financial advice market and the nation’s largest independent broker/dealer with $7B in revenue and $1.2T assets under management 

Situation 

The Client's Enterprise Portfolio Management Office (EPMO) within the larger Technology organization faced challenges managing accountability due to the complexity of domains and priorities. Inconsistent team operations, lack of standard guidance, poor tool integration, and inadequate staff training led to operational inefficiencies. Additionally, poor data quality and the absence of a single source of truth for reporting caused varied metrics. The EPMO leader aimed to reorganize the leadership team to remedy these issues. 

Our Engagement 

The Aberdeen team conducted interviews and surveys with stakeholders to gather insights on the current EPMO structure, identify gaps, and find pain points. 

The team reviewed existing documentation to understand organizational roles, processes, and operations comprehensively. 

The Aberdeen team developed several organizational models that would address the identified gaps and resolve issues in the current structure. 

The team planned new organizational structures, redefined team roles, and assessed the impact of proposed changes. 

The Aberdeen team reviewed proposed structures with key stakeholders to ensure alignment with future state needs and finalized the future structure with comprehensive recommendations.