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What can you stop? Spearheading the transformation office for a multinational FMCG
A multinational FMCG player recently transitioned from a category-led business model to a country-led business model, merging four different categories into one within the country. This significant shift aimed to streamline operations, enhance local market responsiveness, and drive growth. In this post-merger period, a roadmap of 15 initiatives, all loose ends in terms of transformation, had to be delivered. BrightWolves spearheaded the transformation office, allowing the ExCo to focus laser-like on what matters most: the business and its customers.
Challenge
When our consultant entered the company, the transformation roadmap contained 15 initiatives with varying degrees of urgency and importance. These initiatives spanned multiple domains:
Commercial: Aligning commercial policy along retailers and categories, harmonizing TPM promo management tools, and boosting PRGM strategy.
Operational: Changing route-to-market strategies and harmonizing warehouse operations to improve efficiency and reduce costs.
HR: Implementing new HR policies and practices to support the transformed business model.
Data: Driving data transformation and aligning data hierarchies to ensure accurate and actionable insights.
Financial Processes: Optimizing key financial processes, including S&OP process, Procure-to-Pay, and Order-to-Cash optimization.
Each initiative presented unique challenges, requiring a tailored approach to ensure successful implementation and alignment with the company's strategic objectives.
From building out a transformation office and leading it from scratch to gap-filling where you see a need: we’ve got you covered. Our approach ensures that every aspect of the transformation is meticulously planned and executed, providing the necessary support to drive sustainable change.
Approach
After carefully studying the work done so far and interviewing key stakeholders, we developed a plan with clear milestones for the first 90 days. During interviews with ExCo members, the consultant consistently asked one critical question:
“These 15 initiatives, are they all equally important to deliver on your collective objectives?”
The answer, every single time, was no. We therefore focused on identifying which initiatives to stop and ended up with four key initiatives that would truly move the needle. We named them “The Big 4 Enablers”:
Building a performance & people-driven culture: Fostering a culture that emphasizes performance, accountability, and continuous improvement, while also prioritizing employee engagement and development.
Delivering on the data transformation: Enhancing data capabilities to provide real-time insights and support data-driven decision-making across the organization. This included developing a robust data governance framework and integrating various data sources to create a unified view of the business.
Improving E2E cash processes: Streamlining end-to-end cash processes to improve liquidity, reduce working capital requirements, and enhance financial stability. We implemented standardized customer invoicing templates to optimize working capital management.
Ramping up the PRGM (profitable revenue growth management) team: Strengthening the PRGM team to drive profitable growth through strategic pricing, promotions, and product mix optimization. This involved analyzing pricing strategies and evaluating the effectiveness of promotional activities to ensure they aligned with overall business objectives.
In the three initial months, the roadmap was revamped. We ensured that each of the four initiatives had clear project leads and ownership appointed and empowered. It was clear how the transformation office would support the project leads in making change happen and how this would be cascaded to the broader teams. Every month, we planned an update to the ExCo on the status of the Big 4 enablers.
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Impact
Our client regained focus in the transformation, and our consultants ensured the drumbeat was there to execute. Each of the four prioritized initiatives made significant progress. Where needed, our expert consultants were ready to fill gaps in the transformation team. Notably, the Order-to-Cash efforts brought impressive returns for the company; by standardizing and re-engineering the process, we reduced the Accounts Receivables overdues by a whopping 80%, bringing them back to acceptable overdue levels. The data transformation also accelerated advanced business insights by delivering Power BI dashboards on priority use cases and building clarity around ways of working and governance. Finally, we helped the PRGM team deliver on its roadmap, evolving towards gross-to-net, price pack architecture, and active mix management.
In conclusion, BrightWolves' strategic approach and hands-on support enabled the multinational FMCG player to streamline its transformation efforts, ensuring that the most impactful initiatives were prioritized and executed effectively. This not only brought immediate benefits but also set the foundation for sustained growth and efficiency in the future.
Ready to drive real transformation?
At BrightWolves, we don’t just manage change—we make it happen. Whether you need to set up a transformation office, prioritize what truly moves the needle, or execute high-impact initiatives, we’ve got you covered.
If you're looking to deliver real, measurable results in your transformation journey, let's talk. Reach out to us today and see how we can help you achieve the same level of focus, efficiency, and success.
