Making the Company Fit for Growth

The Company has a prestigious history and excellent financial results

Looking at the market and the competition, the company could see the potential to achieve further growth and better profitability. In particular, they estimated that it was possible to reach a 60% growth in EBITDA within five years.

The perception was that the biggest obstacle to reach this target was capacity. The growth potential was there – “every kilogram we can produce, we will be able to sell.” But there were question marks over whether production volumes could be increased sufficiently. It was important for the Company that any capacity expansion was achieved in a way that was not detrimental to the quality of its products and service, or the internal harmony of the organization.

To ensure this, the Company sought the support of a consultancy that could assess its value chain – from procurement to delivery – and identify if there were any weaknesses and where any strategic interventions may need to be made.

The company chose EFESO Consulting as its partner because of its ability to take an End-to-End (E2E) approach which is agile, both flexible and collaborative in nature, but still rooted in methodology. EFESO also has a proven track record in supporting businesses to develop a single agenda progression system. This system helps companies to understand which different business domains must be improved to achieve the overall strategy. It also helps to align domains in their purpose so they do not operate in siloes and become disconnected.

A two-month assessment, in collaboration with the Company Senior Executive Team. This took place in four key steps.

• The first step involved deep dive interviews with eight senior stakeholders from the different domains of the business. This helped to build a picture of how each function was affected by the business’s culture, growth, and profitability ambitions.
• This provided an insight into the Company’ performance over the last three to five years (including P&L and KPIs) and ambitions for the next three to five years. It also provided an understanding of the current functional challenges likely to impact the company’s ambition and which value chain domains needed deeper assessment.
• The second step was to understand which value chain KPIs were being measured and how they linked to the E2E strategy – in addition to specific functional needs. This allowed EFESO to assess current performance, opportunities and KPI management and improvement processes.
• Step three was to evaluate the most important value chain processes through the EFESO P-H-D lens – which evaluates processes (P), human dynamics (H) and digital capabilities (D). With an E2E perspective, we were able to evaluate their levels of maturity and identify where improvements could be made.
• Step four was to rebuild the P&L model to financially map a) what would happen if things remained as they were, b) what needed to happen to reach their ambition and c) what the true potential was – if the right processes, teams, and technical solutions were implemented.
• The final stage was to construct an E2E value chain progression plan which highlighted the likely results today and results tomorrow, on the top and bottom line, from a ‘boost and build’ approach. This looked at the short-term impact of three-month progression blocks and the gains they would provide if they were consolidated in the long term.