Case Study 1: Strategic Planning and Articulation

Aligning International and Regional Roles and Expectations

Our client is a renowned supplier of process control instrumentation. We restored the organisation's efficiency and brand reputation after a series of facilitated meetings between the international, regional and country management teams.

Objectives:
  • To centralise operations, especially the regional reporting and budgeting structure
  • To clarify the roles of the international and regional headquarters
  • To have the regional countries recognise and endorse the regional headquarters
  • To develop a coherent regional strategy
  • To have the regional countries develop a mid-term business plan

 

Methodology:
  • Analysed together with the senior management team the regional business landscape and internal SWOT analysis.
  • Conducted a 2-day management retreat with the operation heads at the international and regional headquarters to discuss and agree on the need for change and the role of the regional headquarters and functional heads.
  • Steered the international, regional and country management teams to discuss, develop and agree on the value and role of the regional headquarters to accomplish the organisation's strategy.
  • Facilitated dialogues between the country and regional operational heads on the type of support required from the regional headquarters.
  • Led the discussions between regional and country operational heads to plan, identify and agree on mutual interdependencies.

 

Key Outcomes:
  • The reporting and budgeting processes to the regional headquarters became more centralised and the regional headquarters became more integrated and prepared to support the regional countries.
  • The roles of the international and regional headquarters were defined and documented.
  • Regional headquarters was recognised and endorsed by the regional countries. In addition, a strategic project portfolio management office was established to reinforce the regional headquarters'commitment to support the regional countries.
  • A coherent, systematic and aligned regional strategy was developed and documented with buy-in from regional countries.
  • Strategic planning was carried out, documented and followed-through by regional countries.