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Preparation of a change in leadership through fundamental transformation in the food industry

Initial situation

  • A globally active, medium-sized manufacturer of food colors decided to transition from "family-run" to "family-owned" by 2030
  • The market environment was dynamic and highly regulated, with trends such as sustainability and health gaining increasing importance, increasing the need for innovation in these areas
  • In order to prepare the company sustainably for the upcoming change, the modus operandi and corporate culture needed to evolve
  • A supportive culture and a new business and operating model had to be established to further drive sales growth

Achievements

0 %
Success rate for strategic initiatives achieved
Strategy
Translated into measurable goals and initiatives
Change
Of the Organization initiated by empowering employees

Our approach

  • Shape the vision, mission and values of the leadership model and execute the transformation based on this foundation
    • Translate vision and mission into strategic goals
    • Identify the obstructive beliefs and barriers to achieving strategic goals
    • Develop a target operating model
    • Develop a portfolio strategy
    • Cascading the strategy, objectives and measures to ensure alignment across all organizational levels
  • Enable the management team to implement the strategy

Further cases

Engineering

Accomplishing turnaround and long-term viability through value stream analysis in the printing industry

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Efficiency improvement and cost reduction by setting up a shared service center within mechanical engineering

Engineering

Process optimization through process analysis and agnostic data analysis in battery manufacturing

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Design of a plannable SAP transformation through the development of a sustainable target state

Engineering

Ensuring future viability through holistic transformation in the transport and aviation industry

All cases

Discover more references.