SITUATION
A global manufacturing company was faced with challenge of integrating many new players. Rapid growth through acquisition positioned the organization with facilities spread across the globe and serving different markets. Leadership also desired for the entire organization to shift from its historic operationally and internally focused way of doing things, to becoming more customer and externally focused - this represented a massive cultural shift. The need for one, holistic strategy was clear.
SOLUTION
The shift was facilitated by the implementation of a Strategy Management System. The team articulated its new vision and strategy by developing a Strategy Map and Balanced Scorecard. As a result of the strategic planning process, the organization shifted from being managed regionally to centralizing around functions to drive their desired change. The team also created and implemented a change management and communications plan to ensure that its people were effectively brought along the journey.
The firm utilized a cross-functional and cross-regional team to ensure input from all areas of the organization. These representatives from the Americas, Europe, and Asia then socialized the strategy at various plants in Europe and Asia, bringing the total number of those involved the early development of the strategy to approximately 80 employees.
RESULTS
Increased strategic clarity, with a focused set of near-term priorities
Greater alignment across regions and functional groups
Disciplined process to monitor and evaluate the strategy
Articulated strategy at the functional level for Sales, Operations, and Research & Development groups
Capability development for key team members of the company to continue to sustain this process
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