As the third and final installment in our Global Workforce Strategy Design series, this paper builds upon the insights explored in Parts One and Two (linked here and here, respectively), which examined common workforce challenges, success factors, as well as various operating model options. In this final part, we shift our focus toward the enablers that make transformation sustainable, namely, optimizing organizational roles, strengthening leadership and governance, and embedding effective change.
About the Authors
Ali Mohsenian
Senior Manager
Ali Mohsenian is a Senior Manager in Alpha's North American Operations Practice with recent experience supporting asset and wealth management clients navigate large-scale, multi-asset operating model changes primarily across middle and back-office functions.
Annette Szeliga
Manager
Annette Szeliga is a Manager in Alpha's North American Operations Practice with recent experience supporting clients across a range of project types including target operating model design and vendor evaluation / selection work. She holds an MBA degree from the Degroote School of Business at McMaster University, with a specialization in finance.
Tyler Wood
Senior Manager
Tyler Wood is a Senior Manager in Alpha's North American team where he has recent experience leading post-acquisition integration efforts, workforce strategy definition, and target operating model design projects. Prior to Alpha, Tyler worked for JP Morgan Asset Management, having performed strategy, project management, and relationship management functions across the firm.
Sarah Simmonds
Senior Partner
Sarah Simmonds is a Senior Partner and Head of Alpha's North American Operations Practice. She has extensive experience across the financial services industry, having partnered to support a range of asset and wealth management clients achieve transformative change across their middle and back-office functions.