A successful manufacturer company (sort of startup) slowly turn itself into a group with mostly non-core assets. At the beginning of the project the portfolio included dozens assets with almost no regular management over the non-core business.
What did the client want:
The shareholder wanted:
- To define the corporate strategy and to structure the assets
- To define and to implement a management structure which later helps later to transfer the functions from shareholders to the management
The portfolio analysis was conducted along with the discovering current market trends in relevant industries. In order to group the assets the business units were defined and their scope with areas of responsibilities. As well the business processes of the assets and managing company were analysed.
The strategic goals and vision were defined basing on the conducted strategic sessions, as well as strategic initiatives, role of the corporate center and its structure. Then the integrated group structure was designed along with organizational structures of the business units. In order to align the operations with strategy a KPI scorecard for the top-management level was defined and implemented (based on Balanced Scorecard).
In conclusion the detailed reorganization plan was drafted and implemented.
The reorganization was performed in accordance the drafted plan with expected outcomes.