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Preparing for a change in leadership through fundamental transformation in the food industry

Initial situation

  • A globally active, medium-sized manufacturer of food colors decided to transform from "family-run" to "family-owned" by 2030
  • The market environment was dynamic and highly regulated, while market trends such as sustainability and health became increasingly important and increased the need for innovation in these areas
  • In order to prepare the company sustainably for the upcoming change, the modus operandi and the culture had to be changed
  • A supportive culture and a new business and operating model should be created to further increase sales

Achievements

0
Success rate for strategic initiatives achieved
Strategy
Translated into measurable goals and initiatives
Implementation
Empowering employees enables

Our approach

  • Shaping the vision, mission and values of the leadership model and implementing the transformation on this basis
    • Translating vision and mission into strategic goals
    • Identify the obstructive beliefs on the way to the strategic goals
    • Develop target operating model
    • Develop a portfolio strategy
    • Cascading the strategy, objectives and measures so that all levels can contribute to achievement
  • Empowering the management team to implement strategy

Further cases

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Realizing turnaround and future-proofing through value stream mapping in the printing industry

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Establishment of a shared service center to increase efficiency and reduce costs in mechanical engineering

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Process optimization through process- and data-independent data analysis in battery production

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Conception of a plannable SAP transformation through the development of a sustainable target image

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Securing future viability through holistic transformation in the transportation and aviation industry

All cases

Discover more references.