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strategy
a global B2B supplier
After working with this client for about 9 months, I was asked to facilitate a leadership team workshop to determine the next 3-year strategy. One of the big consulting firms had done the last one. But it was generic and vague, and ignored the essential requirement of the business.
Having held more than 200 interviews with this client's customers and employees around the world, the single point of clarity was for the business to truly be 'one company'. Its recent acquisitions and regional variances were creating inconsistencies that were damaging customer service, undermining the brand, and weakening internal morale.
By redesigning the 3-year strategy, with 'one company' as the core driver, we identified four streams, each of which contributed directly to the overall business imperative. Four of the Executive Team each took responsibility for one of the streams, creating a simple, repeatable and scaleable framework for monitoring progress; and individual programmes and projects were initiated with clear relation to the overarching strategy.
Within a year, the business completed a multi-million dollar acquisition of a North American company to complete its global footprint. The CEO of that acquired business told me, "When we saw the 'one company' work and strategy you'd done, we wanted to be a part of it".
Four years later, the CEO of the global company wrote "Your work created value that we are still benefitting from today".
