The client and context:
· The client is a vertically integrated food business, with activities from agriculture to processed food and produce distribution and food logistics.
· The business had grown internationally with acquisitions and JV.
· The business is organised per geography, across the activities undertaken by the group.
· The shareholders were planning to sell within the next 2 to 3 years.
The challenges:
· The business had to be reorganised in order to evolve from a “group of company” ways of working to an “integrated group” ways of working.
· The structure was not scalable and not allowing for additional growth.
· Entities were competing between themselves, destroying value for the group.
· Multiple tasks were duplicated at group level, resulting in an insufficient performance.
What we Did:
· We held a number of strategic workshops with the senior leadership team as well as the subsidiaries’ MDs.
· Identification of the group’s key processes and mapping of such processes.
· Reorganisation of the group around 5 pillars, grouped by type of activities conducted rather than geographies with the creation of a global governance and support functions for each division
· Streamlining of group functions and processes.
· Improvement of the use of critical group resources by centralising group technical teams.
· Restructured some of the group entities to separate IP bearing entities from operational entities in North-America, as we identified this as a prerequisite for the sale of the business.
What we achieved:
After 2 years, the EBITDA margin has increased by 2 percentage points, resulting in a € 100m value creation for the shareholders.
Staff engagement surveys have showed increased staff engagement
The group has continued its international expansion with a more adapted and scalable structure
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