Structuring of the strategic process (international group)
The Chairman of a major player in the aerospace industry’s subsidiary wishes to significantly diversify its operations, while keeping the ability to satisfy orders from its parent company. External growth, excluded in the short term, could be considered at a later stage.
Challenge
The volume of business with the parent company leaves little room for diversification and teams have a hard time diverting energy to this challenge, although critical on the long run. Besides, the company must transform its historical practices to face the impact of globalization and the digitalization of its operations.
Challenge
The volume of business with the parent company leaves little room for diversification and teams have a hard time diverting energy to this challenge, although critical on the long run. Besides, the company must transform its historical practices to face the impact of globalization and the digitalization of its operations.
Process
After an open discussion with the Board of Directors on potential diversification paths, subsequent risks, eventual roadblocks, Alba & Co conducted a review of the organizational structure and financial performance. This led us to provide regular assistance on strategy and organization issues.
Solution
Alba & Co coordinates a monthly workshop for the Board of Directors, focused on development and transformation issues. A new organization by business unit was undertaken, arbitrations on key priorities were shared and overall growth is clearly under way. Alba & Co guarantees overall coordination and stimulates Management’s reflections by the deliverance of tools designed to offer perspective and support (competitive intelligence, modelling of mid-term performance, construction of the operational model, etc.)