A major conglomerate was transforming its manufacturing and supply chain (M&SC), and go-to-market capabilities to keep up with blurring boundaries between their markets and product categories. Key factors driving the need for transformation included the disappearance and/or convergence of traditional channels as a result of new technologies and platforms, changing consumer expectations both in B2B and retail settings, and existing and emerging market disruptors. Without coordinated change, they risked perpetuating the conditions for internal competition, and continuing to under-leverage the power of their massive portfolio and brand.
The transformation initiative, already underway, was bogging down because the team lacked clarity on how to proceed and drive change, including technology deployment, across the business.
Leadership applied a Syntegration to convene a diverse group including Division VPs, Business Directors, Key Account and Channel Leadership, Manufacturing and Supply Chain, functional partners and Corporate in order to align on channel and other priorities, determine actions required to strengthen relationships and results in the market, clarify roles and responsibilities, and make key decisions about goals and rules of engagement across channels, business units, and functions.
Within 8 weeks, leadership was internally aligned and mobilized around a clear plan with buy-in from the various businesses, and this central project continued forward without skipping a beat.
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