DATE
Strategic planning
A leading global aerospace supplier built its strategic plan aiming to restore profitability and face industry evolution
Challenge
In order to restore profitability and face industry evolution, the client needed assistance in its strategy definition and formulation.
Approach
The approach was structured in six steps:
- Define client’s ambition (particular focus on the restoration of its profitability)
- Segment client’s business (from both a Commercial and an Industrial point of view)
- Analyze, evaluate and prioritize segments considering client’s ambition
- Elaborate business case and iterate to fine-tune the plan
- Develop sensitivity analysis to test the robustness of the plan and evaluate risks/opportunities
- Build a roadmap of all key actions to reach the business case and ensure handover
Value
Overall strategy derived into robust plans for six departments (Commercial, Procurement, Design, Industrial, HR, Finance)
Strategic planning
A leading global aerospace supplier built its strategic plan aiming to restore profitability and face industry evolution
DATE
Challenge
In order to restore profitability and face industry evolution, the client needed assistance in its strategy definition and formulation.
Approach
The approach was structured in six steps:
- Define client’s ambition (particular focus on the restoration of its profitability)
- Segment client’s business (from both a Commercial and an Industrial point of view)
- Analyze, evaluate and prioritize segments considering client’s ambition
- Elaborate business case and iterate to fine-tune the plan
- Develop sensitivity analysis to test the robustness of the plan and evaluate risks/opportunities
- Build a roadmap of all key actions to reach the business case and ensure handover
Value
Overall strategy derived into robust plans for six departments (Commercial, Procurement, Design, Industrial, HR, Finance)
RELATED INFORMATION
Roadmap for growth transformation
Despite the company experiencing strong growth over a five- to 10-year period and winning several new contracts and clients, evolutions in cost levels and complexity were unfavorable and EBIT decreased drastically, in particular due to surging indirect headcount. A complete turnaround was needed. The approach was structured around three core modules:Introduce flow thinking and prepare the go-live of the first new operating unitIdentify optimal operations models and define the industrial vision for the entire companyDefine a lean global organization to reduce indirect headcount in the short term and insure long term competitiveness by structurally transforming the organization All 15 departments and 9 operating units in 4 geographies were successfully transformedFirst operating unit launched with 100% on-time delivery (OTD)Headcount reduction realized: 10% first year8% second yearnew structure in place
Finding new growth
Determine which other industry sectors would be interesting for a leading global defense and security player looking to broaden its client portfolio and subsequently develop a growth strategy. The project consisted of two phases:Growth-fields mapping: Determining a “window of opportunity” and creating a broad mind map in which 350 ideas in 13 growth fields were identifiedOpportunity identifications & assessment of commercial potential: Scoping the project into two growth areas, verifying ideas with experts in the field, quantifying the validated opportunities in terms of business impact and setting up a high-level market introduction plan for the most promising opportunities We surpassed the client’s expectations, finding and validating eight business opportunities with calculation of potential revenues and development of a market introduction plan, eventually generating four concrete business leads.