Building a future-ready operating model for scalable growth with Torfs

As a leading Belgian footwear retailer with approximately €200m in annual revenue, Torfs has built a strong reputation through a customer-centric approach and a successful family-owned business model.

As the organisation looked to its next phase of growth, including the potential integration of future acquisitions, Torfs wanted to ensure its processes, governance, and operating model were ready to support a larger, more complex business.

To maximise the value of future technology investments and enable scalable growth, the business wanted to create a more connected view of how processes, people, and systems work together across the organisation. As strategic ambitions evolved, Torfs wanted to ensure its operating model could support future expansion while maintaining the consistency, quality and customer experience that define the brand today.

Lancia Consult partnered with Torfs to define the future operating model and create the foundations required for enterprise architecture and ERP transformation.

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Phase 1: Establish Process Ownership

We worked with senior stakeholders across Strategy, Finance, Procurement, Purchasing, Logistics, Commercial, Marketing and HR to establish a Business Process Owner (BPO) network. This included defining ownership responsibilities, assessing capabilities and identifying targeted coaching opportunities to strengthen process leadership across the organisation.

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Phase 2: Design Future-State Processes

Combining Torfs' business expertise with industry-leading practices and Lancia's transformation experience, we developed future-state process architecture across the enterprise.

This included:

• Defining Level 1, Level 2 and Level 3 'to-be' processes across all major value streams
• Applying industry leading practices and cross-functional design principles to create a consistent way of working across the organisation
• Capturing and escalating key design decisions to a leadership group ensuring alignment on future vision of the organisation
• Assessing the potential impacts of process changes on Torfs stakeholders

‍Phase 3: Build the Target Operating Model

To support technology decision-making and implementation planning, we linked process activities to systems of record and supporting enterprise architecture information.

The processes were grouped into a target operating model, providing a clear view of how capabilities, people, processes and technology would work together in the future organisation.

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Phase 4: Create a Digital Twin

Process maps were migrated from Visio into an interactive digital twin environment, creating a connected view of end-to-end operations. This enabled stakeholders to visualise process handoffs, understand change impacts and identify opportunities for future automation and AI adoption.