Reorganizing for global growth and efficiency
The executive team of a $7 billion global multi-industry corporation envisioned building a portfolio of leading businesses selling bundled products and services to global customers in top growth markets. But the corporation had 25 companies with separate infrastructures and poor cross-business coordination.
We guided the executives in planning an organizational design process and identifying work approaches that would facilitate the strategy’s execution. We also assessed the effectiveness and costs of the business functions and determined how to leverage them in a global infrastructure. A cross-business team developed an organizational design based on these criteria.
The new structure has had a notable impact on corporate performance and efficiency. The 25 businesses were consolidated into 15, each with significant market clout. New global integrated solutions and account management units generate revenue by developing and selling bundled solutions. Centralized functions at the corporate level provide improved global operational efficiency and lower infrastructure costs.
