CASE STUDY
Corporate Executive Governance at Romeu: A Success Story in Organizational Transformation
Areas
Strategic alignment. Innovación estratégica. Metodologías ágiles. Organizational design. Orientación a outcomes e impacto. Análisis de competencia
In the field of international logistics, Romeu, a company with over 150 years of history, faced the need to evolve and optimize its management committee. It needed to develop a more efficient and empowering corporate governance model for the entire organization.
We offered them an organizational transformation consultancy service that involved redesigning the group's executive governance model, reconceptualizing and taking the role of the management committee further.
“El sector logístico afronta en este momento una situación de disrupción insólita. Es necesario adaptarse al nuevo contexto a través de un liderazgo fuerte y consciente. El Grupo Romeu está preparado para encarar el reto. Carlos Iglesias, CEO de Runroom”
The Romeu Group is the leading Spanish holding company for international freight logistics. With over 150 years of history and more than 2,000 professionals dedicated to service excellence and organized around seven business areas, the ownership remains entirely in the hands of the Romeu family, whose members are at the helm of the business.
As consultants specialized in organizational transformation with a solid track record working with agile methodologies, we approached the challenge with a comprehensive approach to design a new governance model that reflects the operational reality and strategic needs of Romeu.
Processes
From People to Responsibilities
The biggest challenge in Romeu's organizational transformation process was transitioning from a corporate governance exercise centered on the Management Committee to an executive governance model based on corporate responsibilities.
We started the project by mapping the organization's stakeholders which allowed us to understand the complexity of its structure and visualize the main strategic lines of the group.
Through several working sessions with the top-level management team, we identified the responsibilities of the board of directors and the management committee respectively, to see how they relate to each other and map gaps and frictions.
Once this exercise was done, the most ambitious challenge came: to detach these goals from the people who had traditionally assumed them and begin to understand them as corporate responsibilities.
Inspired by decentralized models like Sociocracy, which allowed us to think outside the box, we combined all of Romeu's corporate responsibilities and organized them based on cadences (monthly, quarterly, annual, “on-demand”), domains, and chapters. With this, we managed to redefine where to focus, eliminate overlaps, and establish driving profiles that push initiatives and permeate the rest of the business verticals.
“Llegamos a Runroom con la necesidad de transformar y evolucionar el clásico comité de dirección, sin un modelo claro a seguir. Nos ayudaron a salirnos de la caja proponiendo el reto de unir los tradicionales roles organizativos con los pilares estratégicos y el talento. Osadía con un punto de disrupción fueron los ingredientes para aterrizar un modelo que hoy nos hace afrontar la incertidumbre de futuro con optimismo. Gonzalo Sanz, CEO Grupo Romeu”
Results
This organizational transformation process has crystallized into a new Corporate Executive Governance model that goes beyond silos to focus on the corporate responsibilities of the group.
Additionally, we designed a methodology that allows modeling this governance system as Romeu's ambition, strategic needs, and operational reality change.
The result is an adaptable model that makes corporate governance more efficient and, at the same time, empowers the entire network of stakeholders in the organization.
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