Inside Infomineo’s New Governance: A Conversation with Hamza Laraichi

What prompted the shift to a new governance?

Infomineo was founded in 2011, at a time when artificial intelligence was not part of the picture. Back then, we primarily served global consulting firms in the Middle East and Africa from our base in Morocco. Our organizational structure at the time was built around that specific context.

Since then, we have expanded our geographic footprint, established teams across several countries, and diversified both our client base and service offerings. That naturally introduced greater complexity. I often say the company has transitioned from its teenage years into adulthood. Like any maturing organization, a new governance model was necessary in that evolution to be more client-centric, foster innovation, and sustain our growth trajectory.

How is the new structure different from the previous one?

Our previous model was organized around internal functions and capabilities, with teams aligned by their competencies — whether that was business research, data analytics, or graphic design. It was effective for a focused service offering but became limiting as we grew.

The new model shifts our structure toward client segments. Instead of starting from what we offer, we begin with whom we serve and tailor our approach to their needs. It is a shift from a capability-driven setup to a client-centric one, designed to deliver more integrated, relevant solutions across our portfolio.

What changes should clients expect from this new governance?

Clients will experience a more tailored and cohesive service. By organizing around client segments rather than internal capabilities, we can align our teams more closely with their specific needs — drawing from across our service lines to deliver more integrated solutions.

The new structure improves how we identify and respond to client challenges by allowing us to combine expertise more effectively, surface relevant capabilities faster, and ultimately deliver support that feels more targeted and impactful.

What long‑term value do you expect this new structure to bring?

The new model is designed to enhance three key areas: agility, innovation, and client service. It will enable us to work more seamlessly across teams, bring forward-thinking solutions to the table, and ultimately serve clients better across their value chains.

Are there additional governance changes on the horizon?

Yes — this is definitely not a one-time initiative. Governance is not static; it should evolve just like any other part of the business. Once a structure is in place, it must be measured, tested, and refined over time. We will keep evolving by assessing what works, identifying friction points, and adapting accordingly.

Reflecting on this transformation, what are the key lessons learned?

The biggest lesson is that structural change runs deep — it touches not just processes but people. That human dimension adds complexity, and while we did have external support, it was difficult to secure and not sufficient on its own. Leadership needed to remain fully engaged and hands-on throughout the journey.

Another key takeaway is the challenge of timing. There is a constant tension between the need to provide clarity early in the process and the need to allow time for thoughtful, mature decisions. Striking the right balance between urgency and depth is difficult but essential for a successful transformation.