The findings relied on desk and telephon research methods to gather and analyse data. Here is an overview of how we gathered data and insights

• Desk Research: This included extensive research from written and digital sources. Our team scoured through industry reports, academic literature, company websites, press releases, LinkedIn search and other publicly available structures, reporting relationships and industry trends

• Telephone Research: This was done to complement desk research by directly contacting stakeholders for additional information and insights. This meant speaking with current and former employees to gather qualitative data and validate findings of desk research

By combining desk and telephonic research methods, we were able to gather comprehensive data, validate findings and gain valuable insights into competitor organisational structures and reporting relationships.

Here are the results of out team’s effort for this project over the period of 2 weeks :

• Business Unit Identification: We identified all business units rooted within the operational framework of all five competitor enterprises. This involved a nuanced examination of their complex organisational structures to outline distinct divisions and department
• Information on Global and North America Business Head: With our thorough investigation approach, we identified the individuals occupying the eminent positions of Global and North America Business Heads across the spectrum of each competitor & business units. This information was
  invaluable to our client as these leaders hold significant influence in shaping strategic directives and orchestrating operational endeavours within their respective geographical domains
• Personnel Hierarchical Mapping: Diving deeper, we researched into the workings of hierarchical reporting frameworks within each business unit. With precision, we identified the categorisation and functional roles of personnel directly reporting to the esteemed Global and North America Business Heads. This facilitated a profound comprehension of role descriptions and communication pathways within the organisation

Support functions within competitor companies displayed two primary alignment strategies:

• Some were directly integrated with specific business units
• While others were centrally organized within their respective support functions

This dual approach suggests varying methodologies in organising and
managing support services. These observations underscore the importance of
considering diverse organisational models to maximize support function
efficiency.