Strategic transformation and growth
Some transformations change a company’s course: returning to growth, changing the way it sells, integrating an acquisition, restructuring. We do not bring strategy theory, but the experience of people who have led these transformations inside companies, accountable for the results.
Why now?
A winning strategy no longer lasts for years as it once did. Economic and geopolitical turbulence, fast-changing technology, new markets, innovations that spread at once, M&A transactions: growth has become almost a condition for staying in the market.
And transforming often means coordinating several partners: consultants, technology specialists, lawyers, financial experts.
Which engagements?
Growth and new markets
Returning a stalled company to growth and opening new markets
Commercial model
When market, regulation or technology make the way you sell outdated
Post-merger and carve-out
Delivering the synergies of an acquisition, ensuring continuity in a disposal
Value chain
Understanding where value is created and reorganising activities accordingly
Time and cost
Gaining speed and efficiency where competitive advantage is formed
Turnaround
Restructuring a company in difficulty and, at the same time, building its relaunch
These are not the only possible engagements. They are the ones that, in our experience inside companies and in consulting, recur across many industries and have brought concrete, lasting benefits.
How do we approach them?
There are no standard recipes: every situation is different. We start from a careful review of the organisation and the market, agree the objectives with you, then stay through execution until the results arrive. When needed, we coordinate the work of the other specialists involved.
The first step often has a defined scope and delivers results within a few weeks: a process diagnostics, an indirect cost review or, before an acquisition, an operational and IT due diligence.
Who leads these engagements?
The partners, in person. They have lived the same transformations as managers: growth and restructurings in international life sciences groups, carve-outs and post-acquisition integrations, new operating models in large companies. Each page describes one of these experiences, anonymously.
What sets us apart?
- Focus on execution: we go beyond recommendations, with agreed objectives
- A complete perspective: from market assessment to the redesign of processes and systems
- Presence when needed: we take part in selecting the talent to bring in, and can take on interim roles for a limited period
- Knowledge that stays: we transfer methods and tools to your team, so results last