Machine-building enterprise (SME+)
Development of a business development strategy
Client Situation
- The failure to meet the targets of the current strategy observed in recent years, the decline in profitability, along with a high share of anchor customers and a narrow market presence, necessitated the design of a new development strategy
Approach
- Analysis of the external and internal environment of the enterprise, assessment of its competitiveness
- Formulation of alternative strategic directions for development and assessment of investment attractiveness
- Conducting a strategic session to select the target alternative *Development of a strategy implementation program
1
A product concept
A product development concept and roadmaps for the implementation of five new products were designed.
2
The financial and economic model
A financial and economic model of the target strategic alternative was built, with an estimated twofold increase in revenue by 2025 and an eightfold increase in profitability to 4.5%
3
Recommendations
Recommendations were formed for the development of functional areas: sales and service, personnel and organizational development, product and technology, quality and procurement
Manufacturer and retailer (SME+)
Development of a management system
Client situation
- Following the company’s bankruptcy proceedings, the new team needed to quickly develop a functional organizational structure and business process system that would meet the objectives of increasing business profitability
Approach
- Development of a target organizational structure with a clear division of powers and responsibilities at all levels of management
- Development of maps of key cross-functional business processes and corresponding KPI maps for managers
- Development of draft job descriptions for managers up to N-3 level
1
The proposed
The proposed organizational structure was approved by the owner
2
Descriptions
70 job descriptions were prepared for managers up to N-3 level
3
Optimization
A 15% optimization of staffing levels was agreed upon during the transition to the new organizational structure
Construction company (SME+)
Support for the launch of a project office for plant construction
Client situation
- The client launched an investment project for the capital construction of a new plant, which required the rapid deployment of a project management system and support in contracting a general contractor (EPC)
Approach
- Analyzing initial data and materials related to the project, conducting interviews with the project team
- Conducting a series of joint sessions on key aspects of project implementation (implementation strategy, pull planning, etc.)
- Establishing a project management office (PMO), developing measures to minimize identified risks and constraints
- Supporting the process of contracting a general contractor (accelerating the process, contract review)
1
Project
Project implementation schedule for 2 months was optimized
2
Charter
Project charter and RACI matrix for all project participants were developed
3
Support
Support was provided during negotiations and tender procedures
Two machine-building enterprises (SMEs+)
Development of a strategy for a group of companies
Client situation
- The intention to merge two aviation companies in order to reduce the risk of a hostile takeover, increase efficiency, and create a multi-system offering to strengthen their market position led to the need to develop a strategy
Approach
- Analysis of the current state and systemic problems of company development
- Formulation of development targets (strategic, operational, financial) for the merged group
- Development of measures to achieve the set strategic goals (in the areas of sales growth, new product launches, partnership development, management system reform, and operational efficiency improvement)
1
Development
A development strategy for the merged group of companies and a roadmap were developed
2
Plan
A plan for transforming organizational and functional structures during the merger was developed
3
Effect
The effect of a 45% increase in revenue and an increase in net profit margin to 14% from the merger of companies was assessed