the challenge
Innovation gap
This global company, founded in Canada, had captured a dominant share of its domestic market and was poised to enter the US. The new strategy called for a more customer, market, and product-centric focus however, the company was structured around process innovation at the plant level. The organization wanted to change from a functional design to a business unit design in order to better execute on its strategic plan and unlock additional shareholder value.
WHAT WE DID
Working with the CEO and the executive leadership team, we conducted a detailed analysis to understand the nature of the work of the existing organization. We interviewed managers throughout the enterprise to identify issues with the current distribution of work, and to clarify design principles and critical success factors for the new organization. We created the roles, authorities and accountabilities of central service organizations and business units, and defined the “rules of the road” for the parts of the business to work as a cohesive whole.
RESULTS
Organization structure aligned with strategy and reflecting true shareholder value.
Increased level of focus from Business Unit leaders on the development of their BUs.
Increased ability to focus on the needs of customers and markets.
Able to respond with agility to changing market and customer needs
Testimonial
“Thank you very much for guiding us through the “Core International System” and applying the up front discipline necessary to affect a smooth transition to our new organization. I’m delighted with the results.”
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