Building a customer-centric organisation
For a world-leading chemicals player, supported the transition from product-led to customer-centric organisation.
Working closely with client teams we developed structural options and business cases, detailed priority options, and manned the implementation PMO that drove their successful transition to the target model.
Context
The Head of Group Strategy of this global fine chemicals and biotech player had been tasked by group leadership with assessing the merits of a more customer-centric divisional model.
Currently organized by product line, the business was serving similar customers out of different divisions and missing opportunities to cross sell, as well as to combine different ingredients into higher-margin, semi-finished produce.
Approach
Working closely with the Head of Group Strategy, together we developed options for a new structure, with supporting business cases.
After the board had agreed to further research priority options, we worked with a client project team to detail those options and their pros and cons, including along the dimensions of business impact and implementation effort.
Once a model had been agreed upon, our team stayed on to man the PMO and drive to implementation.
Impact
The announcement of the new structure was well-received by the broader organisation and financial markets.
Our client has now implemented the agreed, customer-segment driven divisional structure, enabling enhanced cross-selling and the offer of ‘solutions’, rather than single molecule products, to their customers.