Practical examples - Strategy

Development of sustainability policy and reporting for an international drinks company.
Increasing pressure from consumers and shareholders demanded clarity about the companies ‘does and dont’s’ and tangible initiatives to increase sustainability.
After a broad orientation and many discussions on various levels worldwide, company values, behavior and sustainability ambitions were formulated. Local training and discussions resulted in practical translation into ‘the shop floor’.

Facilitating a large-scale transformation process of a sweets producing multinational.
Major delays in realisation of 20 major projects, which were supposed to result in EURO 90M value creation within 5 years.
By aligning stakeholders, bringing focus and introducing structured decision-making processes, 20 strategic commercial and supply chain initiatives were ‘put back on the rails’ in 7 countries and 14 factories.

Strategic re-orientation of a poorly performing paint factory.
Strong competition and an uncompetitive cost basis endangered the continuity of two major product lines.
Stringent cost control and refocusing sales and R&D (on the product line operating in a growth market) recovered the unhealthy situation.

Strategic planning for management buy-ins/buy outs for various (medical) SME’s.
Change of management / ownership demanded renewed focus and valuation of the company.
Support was given to develop an up to date strategic plan with a clear proposition, focus and financial prognoses. This formed the basis for a successful transfer of business, in terms of management roles as well as commercial deal.

Strategic planning for introduction at the stock market of a bio-medic company.
A young, fast growing bio-medic company prepared for stock market introduction.
Support was given to map, plan, develop and implement key business processes (i.e. financial - and personnel systems).

Change management at various SME / family run businesses.
Unclear roles, patriarchal leadership and aging personnel often formed the basis of change resistance.
Joint vision development within the Management Team (MT) as well as communicating the plan widely created the required support. By structuring working processes and organisation and provide training in personal development and teamwork, cultural changes became feasible.

Training in leadership, management skills, personal effectiveness and teamwork.