A Few Selected Examples

Client Case: Stalled Growth

Client Case: Product Priorities

The senior leadership team of an international specialty chemicals company had successfully completed a multi-year turnaround of its business and developed a new strategy for re-starting growth. They found a gap between the strategy's growth objectives and what could be delivered through the core business. It was decided the difference would be made up through a focused acquisitions program. However, past efforts to make acquisitions had been largely unsuccessful and current management were not aligned regarding product-market and technology priorities and the scale of transactions to be pursued . The conclave explored in-depth what geographies, end-use markets, products and chemistry platforms were most likely to fill the growth gap in the strategic plan. The results were used to develop a comprehensive acquisitions program and complementary funding plan to accelerate growth in the priority product-market segments.

The CEO of an international food products company wanted to bring his diverse groups of managers together and establish some consensus on future market expansion. Each manager had his/her own set of priorities. In the course of a conclave, however, hard data and market research made it clear which products overall were likely to be "winners" and "losers". With everyone in agreement on the facts, decisions could then be made to restructure the product portfolio to bring it into line with validated market opportunities and the company's core competencies.

Client Case: Industry Environment

Client Case: New Competitors

Often, no matter how well run a company is, outside influences, such as regulatory factors, can create nearly insurmountable problems. Given the changing health care industry, a pharmaceuticals company found itself facing an array of strategic imperatives. The new CEO needed to act decisively. At the CEO's request, a Conclave was designed to address critical issues. Working within a tight framework, in a day-and-a-half meeting, the management team came to agreement on the key priorities and how to respond to the marketing challenges presented by the environment.

An international electronics giant that had recently experienced rapid expansion through a number of large acquisitions suddenly found itself competing in new markets against companies that had never before been rivals. To complicate matters, the management teams from the various newly-constituted divisions did not understand each other's perspectives or priorities. In the course of the conclave, task groups "became the competition" and attacked the company on all fronts. In examining these outsider perspectives, executives were quickly able to pinpoint the company's comparative strengths and weaknesses. The result - a comprehensive framework for strategy development and a new sense of collective focus on shared strategic issues and priorities.    

 

 

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