Requirement

• The primary market competitor was growing faster and outperforming on winning business. A new go-to-market strategy was required to stem and reverse the flow followed by the activities designed to operationalise the change.

Challenge

• Issues were poorly understood with many views on the real problem and the resulting solution. This was further compounded by an organisation which was maxed out and working constant excessive overtime at all levels.

Approach

• Detailed Customer analysis carried out (VOC)
• Comparative analysis of key players in the market, their strategy and their organisation (physical and geographic).
• Organisational assessment of current sales and marketing organisation and backwards into new product development.
• Detailed analysis of management control systems.
• A new strategy was created which created a pivotal shift to align with customer needs the previous alignment had been aligned to product type. Customers wanted solutions that necessitated multiple products and types of products forming into a solution suite.
• The new organization was required to service the customers – New Organization design created.
• New management system was created to allow structured management and control, this addressed weaknesses in the existing system and allowed adaptations for the new organisation.
• HR process redesign to address challenges within the people process.

Results

• New organization created with total revised focus for the sales organisation, new interface organisation created to work between sales and marketing. Marketing remained product aligned. The organisation was decentralised with 2 additional regional centres created.
• Market share losses were stemmed initially with growth following which surpassed competitors’ performance.