Benchmark the outside before you restructure the inside
A €3B global speciality chemicals company had the intent to sell digital services and no structure to sell them with. 15 organizational practices consolidated and 4 core processes standardized, in an 8 to 10 week sprint.
Price corridors require consolidated transaction evidence
A €18B global healthcare technology company could price any single deal competently. However, it could not establish whether the price agreed in one market was consistent with the price agreed for the same product in another.
Consolidate before you forecast
A global logistics equipment company of around 16B euro revenue had three confident regional market views and no European one. One consolidation, three markets, one format, and 15M euro of estimated opportunity value identified inside a unified 5 to 10 year outlook.
You cannot be neutral about your own roadmap
Customer Experience You cannot be neutral about your own roadmap ContentsThe situationWhy it had not been solvedHow we approached itWhat we deliveredWhat […]
Design the process for the people who use it twice a year
Operational Improvement Design the process for the people who use it twice a year ContentsThe situationWhy it had not been solvedHow we […]
Decide the allocation before you chase the savings
Merger and Acquisition Decide the allocation before you chase the savings ContentsThe situationWhy it had not been solvedHow we approached itWhat we […]
A capability you cannot rerun is a report
A global chemical company of around 3B euro revenue asked for a climate risk capability rather than a report. 27 high impact risks and opportunities identified, 7M euro of strategic value identified, and a methodology the company runs itself.
Aftermarket Data: Why OEMs Lose Value Between the Data They Own and the Actions They Take
OEMs are data-rich but insight-poor. Where aftermarket value leaks between data and action, and which layers to fix to capture the 105bn euro prize.
Selling measurement, running on anecdote
A €600M industrial technology company sells instruments that turn physical conditions into numbers. About its own market it had anecdotes. We asked 9 plant operators across 3 regions the same questions in the same order.
Everyone could say no and nobody could say yes
A €500M European building products maker could not choose a low-carbon core for its sandwich panels. We benchmarked 13 candidate materials against one set of four tests, cut them to 4, and set out 3 routes to adoption.
A handover has no owner
A global industrial equipment company of around €850M revenue was losing aftersales revenue in the gaps between roles. 34 interviews across 12 countries, and €13M in uplift opportunity identified.
A sales force cannot survey a market it does not serve
A €5B mining technology company set out to grow beyond large miners. The evidence it needed sat with distributors, competitors and customers, not in its own account base. We spent 8 to 10 weeks collecting it.