Case Study: Enterprise-level change - through culture and productivity

Transformation Director
Transformation Director

Background

A FTSE-listed food ingredient manufacturer, operating globally to develop specialist food solutions through leading technical knowledge and expertise.

The company committed to shareholders the delivery of $100m in productivity related savings over 4-years, underpinned by a culture shift.  The business had significant growth potential. However internal operating efficiencies were behind industry benchmarks and were limiting the ability to realise growth.

How We Helped

  • Rapidly identified the critical gaps limiting progress. Developed a detailed understanding and knowledge of the business operations, including cultural dynamics to increase acceptance to change
  • Created a cross-functional, end-to-end process view of the enterprise, matching projects to strategic benefits, and breaking through engrained functional silos
  • Clearly articulated the source and impact of pain points, providing line of sight to align functional areas and driving consistency in decision making
  • Gained executive confidence in adopting a new approach by leading a series of global workshops with senior teams in US, UK and Singapore. Energy and engagement was key to co-develop solutions within a cynical audience, who have endured many previous change programmes
  • Integrated programme goals and new governance structure into existing accountabilities within the business, to ensure the drive to create and sustain a step change in performance

The Results

  • Achieved buy-in and confidence of the executive and senior management team in adopting the new approach, in order to advance deployment of the transformation
  • Provided a consistent way to drive cross-functional improvements with clear consensus of pain points 
  • Transferred ownership and learning to internal team to lead and sustain a focus on continuous