Veridian Group

Unifying a Fragmented Operating Model

Industry

Professional Services

Company Size

400–800

Duration

4 Months

The Situtation

Fragmentation slowed execution

Veridian Group had grown through a combination of organic expansion and acquisitions, resulting in a fragmented operating model across business units. Teams operated with different processes, decision norms, and reporting structures.

While leadership remained closely involved, execution increasingly depended on informal coordination and escalation. Decisions were often revisited across forums, creating delays and inconsistent outcomes between teams.

The organization was moving forward, but without a shared operating logic to support scale.

The Constraints

Denver worked within several non-negotiable realities

Veridian operated with semi-autonomous business units, each with established ways of working and limited appetite for disruption. Core operational tools varied across units and were deeply embedded into daily workflows.

Leadership wanted greater consistency without imposing a rigid, centralized model. Any changes needed to preserve local autonomy while reducing fragmentation across the organization.

Denver’s Approach

Establishing a shared operating logic

Denver began by mapping how decisions, information, and work moved across business units in practice. Rather than standardizing tools or processes, the focus was on clarifying decision rights and escalation boundaries.

A common operating logic was introduced to define how key decisions should be made and reinforced across units. Operating rhythms were aligned to reduce rework and unnecessary cross-team dependency.

Where appropriate, lightweight reporting structures were introduced to improve visibility without increasing process overhead.

Outcome

Consistency improved without centralization

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Want results like this?

Let’s talk about your next stage of growth.

Want results like this?

Let’s talk about your next stage of growth.

01

Reduced Friction

Fewer cross-unit escalations and repeated alignment discussions.

02

Faster Decisions

Clearer decision paths reduced delays in execution.

03

Predictable Delivery

Greater consistency in outcomes across business units.

Reflection

This engagement demonstrated that clarity does not require uniformity. By focusing on decision structure, Veridian was able to reduce fragmentation while respecting the realities of a diverse operating model.

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