Organisational Design


“The DWG team was instrumental in developing a rapid transformation plan for the business, designing the strategy, closing critical gaps, and delivering monetisation opportunities which had a direct impact on the EBIT and the valuation multiple.”

Allfunds is the world’s leading funds marketplace and wealth-tech business, with assets under management running into trillions. With fund Houses and distributors across the world, using the Allfunds platform to conduct business.

Acquired by a leading Private Equity business, Hellman and Friedman, the organisation was tasked with growing financial performance and multiple.

As a response to the commercial objective set by its shareholders, Allfunds decided to pursue the development of a new ‘membership’ proposition, operating on a subscription basis, to add another revenue source to their business model.

DWG was appointed to lead the strategic development and delivery planning of the new proposition.

A critical element of this was the organisational design needed to enable the new proposition. Identifying additional capabilities to innovate faster, successfully take the proposition to market, and then operate and support it with the right level of quality.

As part of the planning process, an organisational assessment was conducted to identify structural capability gaps. From this insight, three key actions were recommended:

  • The need to create a ‘product function‘ at the heart of the organisation. A team that would define, control and accelerate the successful delivery of the new proposition and digital products.

  • The requirement to re-organise and bolster the ‘marketing function’ to assist the sales team with the new proposition rollout.

  • The enhancement of the operational capabilities within the business to facilitate more complex billing cycles and improve the quality of delivery required by the new proposition.

The new overall organisational structure was designed, with clear roles and responsibilities, the creation of an agile delivery suitable to a regulated industry, and the selection of tools needed to enhance the efficiency and effectiveness of the new working practices.

Using facilitated interviews and workshops, this allowed consensus to develop amongst key stakeholders in this complex and culturally rich environment.

The new product, marketing and operational functions – supported by a new agile delivery process – were rapidly put in place, enabling the successful launch of the new proposition.


Organisational Design


Strategy, Leadership & Innovation

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