Strategic Planning and Organisational Structuring

Rethinking the regional strategy and business operations for a leading Multinational Corporation

Challenge

To boost the performance of the struggling Eastern European Division of our FMCG client. Employing around 200 people across four countries, it was underperforming in comparison with its internal peer group; and was ignoring successful initiatives from other divisions. 

Solution - Taking a deep-dive into the region's financial position and performance, we restructured the regional strategy and operations; and implemented an end to end business transformation focussing on three pillars – people, process and products.

- People: Following a full review of the capabilities of incumbent management teams, we identified improvements required. This led to the onboarding of an entirely new regional HQ team and in-country MD’s. New regional finance, operations and HR teams were also appointed, facilitating the implementation of new behaviours and cultures.

-  Process: New ERP systems were applied to enable business growth, while new commercial terms were executed and new customer groups identified. This led to the creation of new distribution hubs to serve these broader customer groups.

-  Products: Group initiatives were implemented along with the development and execution of a new go-to-market model. Finally, full product retirement and product launch plans were instigated to achieve a balanced product portfolio.

Results

A growing, profitable and cash generative “new” business was built that saw a 100% growth of company revenues in the following two years, with improved profit margins and a double-digit reduction in net working capital. These changes in strategy and people developed stronger teams and created a robust succession talent pipeline.