Group-wide performance improvement program

Challenge

Group of companies operating in several business areas had focused on growth in the past through multiple acquisitions, and profitability of the Group was not on targeted level. Performance across businesses varied, and leadership lacked a shared view of where value is created or lost and what to improve locally vs. together. The group also needed to clarify the role of each business and what that means for priorities and targets.

Brave the Future

We first created a top-down view of the financial performance improvement potential of each business. Consequently, we performed opportunity diagnostics for each business to pinpoint the strongest performance levers, covering costs, pricing, growth, net working capital, and synergies between the businesses.​

​Throughout the work, we challenged the existing thinking and plans with analysis and outside-in thinking. Thus, we were able to surface additional levers and turning scattered ideas into concrete quantified opportunities.​

​In parallel to performance improvement diagnostics, the role of each business was clarified in the portfolio. Further, the operating model changes needed to capture synergies were defined, outlining what should be owned within each business and what should be driven together at group level.​

​The work culminated in a prioritized implementation roadmap, and execution started immediately after the project.​

Impact

Quantified fact base and a shared direction for a step-change in performance:​

• ~20 mEUR EBIT improvement potential identified during the strategy period – equivalent to roughly doubling the baseline EBIT​
• ~30 mEUR NWC release potential identified​
• Prioritized implementation roadmap​
• Clearer business portfolio roles ​
• Operating model changes defined, needed to capture synergies