Division Restructure & Governance Transformation

Unlocking performance in a high-value division through structural reform

A leading global law firm’s most profitable division had significant untapped potential, but weak governance, poor communication, and operational silos were limiting performance and damaging morale.

The Challenge

Leadership lacked alignment, management forums were ineffective, and there was little visibility of how the division’s ten business lines were performing.

• Governance structures were not supporting strategic decision-making

• Business line reporting was absent

• Collaboration was weak and interdependencies were poorly understood

• Dysfunctional meetings were creating friction rather than progress

• Internal culture had become fragmented and inefficient

What We Did

The division’s internal operating model was restructured from the top down.

This included establishing and chairing a new Operational Executive, transforming Business Line Lead meetings into productive decision-making forums, introducing structured business planning and reporting, and creating clearer communication and engagement pathways across partners and business support teams.

Operational processes, resource allocation, and collaboration frameworks were also redesigned to improve efficiency and unlock cross-practice growth.

“When governance, visibility, and culture improve together, performance follows.”

Results

• Leadership became more cohesive and strategically aligned

• Financial and operational visibility improved across all business lines

• Collaboration increased, unlocking new growth opportunities

• Efficiency, engagement, and cultural alignment all strengthened

Trying to improve performance in a complex division or practice area?
Let’s fix the structure that performance depends on.