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Organizational Transformation - Client Situation

    A large life sciences and chemicals company was
    implementing a new strategy to better capitalize on
    its product pipeline. Our client ‘s Marketing team was
    spending excessive time on operational activities at
    the expense of customer insight and strategic
    planning. Marketing employees were complaining of
    overly broad roles and inadequate career
    advancement opportunities - the organization was
    losing talent and the new strategy was at risk.

Our Approach
Benchmarking of competitors' organizations and internal focus groups revealed
unclear roles for strategic planning, insufficient resource for end-user insight,  
excessive spans of control, poor internal metrics and ineffective training. We
redesigned the Marketing and Sales organization, working jointly with the respective
leads. New Market Manager roles were created to drive end-user insight and better
customization of the product portfolio to market needs. The planning process was
optimized and new Key Performance Indicators (KPIs) were developed. Job
descriptions were rewritten to clarify each individual's role. Management spans of
control were reduced to drive better product focus in Marketing and better regional
focus in Sales. Finally, a structured training and onboarding program was put in place.

Results
Half way through its first year, the new organization is already producing more
effective decisions. The clearer responsibilities and roles, as well as added capacity
have improved workload and strategic focus. As a result, the leadership team is
forecasting a substantial (>10%) lift in top-line and bottom-line financial performance
in each of the next five years.

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Triangle Strategy
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