Mapping the E2E Marketing Process after Company's Restructure
A global consumer company restructured their marketing organization to operate as a networked system across Latin America. Post-restructuring, they needed to wire this new organization together—aligning teams, clarifying processes, and building the infrastructure for collaboration at scale.
The Challenge
Making an invisible system visible. Without clear process maps and accountability structures, teams worked in silos. Decisions got delayed. Knowledge didn't transfer. Regional teams couldn't align with global standards. After restructuring, teams were unclear:
What's the actual end-to-end process?
Who owns what in each phase?
How do different teams connect and depend on each other?
How do we align regional operations with global standards?
The process
We deep-dived into the new ways of working and roles, mapping and visualizing the entire end-to-end system in order to align with global restructure. We created 9 process 'wirings' showing team interdependencies, mapped 10 supporting processes, and designed the E2E Engine—a complete operating system clarifying roles, processes, and accountability across 20+ teams.
Actions:
Interviews with key with stakeholders (25 teams in total - in whole Latam)
RACI of processes
Analysis and learnings from Planning Sprints
Methods and metrics for continuous improvement
Mapping of Satellite processes
Mapping AS IS and then TO BE of Key routines and Fusion Points for team alignment
Analysis of documents in the E2E
Deliverables:
2 Playbooks mapping preparation to execution of E2E Plans in Latam
Wirings of key stakeholders, routines and Fusion Points for team alignment
Report of findings and learnings
Mapping of Satellite processes
Documentation of Fusion Points, Dependencies, and Process Mapping for teams
The model proved so effective it was later replicated in Africa.
Impact
We spent +2 years as partners giving a better understanding of the overall connectivity of the stakeholders involved in the E2E Engine in Latam. This greatly improved strategy and operational efficiency, from Planning to Local Implementation.
We created 9 process 'wirings' showing team interdependencies, mapped 10 supporting processes, and designed the E2E Engine (a complete operating system clarifying roles, processes, and accountability across 20+ teams).