‘Failure to See’ and Fixed Mental Maps within the management team are the most important first barriers to overcome.

Sticking too closely to the original strategy without considering other strategic options due to ‘closeness’ to the old successful model.

Products becoming irrelevant and not knowing how to deal with the Change phenomenon. Market position also changed due to evolution of the customer shopping journey and digitalisation.

Not able to get the Change project integrated and supported holistically by the organisation.

Worked with the CEO and management team to identify the Change Leaders ‘inside’ the organisation and string up strategic Change agents to deliver an integrated Change outcome.

Challenged and Redefined a feasible strategy to RESET in order to build sustainability.

Recrafted the portfolio strategy via ‘Stop, Start and Continue’ approach. Reallocate investment to drive new sources of growth. This includes brand rationalization, introduction of new brands for New Generation consumers, Omni Channel marketing and product customization.

Worked with the CEO and HR to restructure the business organization to redeploy, retrain and recruit new talent to energise the organization.

Building a management team to meet key Change challenge, building that Change and seeing it through.  

Allowed the company to reset and build a sustainable plan rather than continue to do minor tweaks of change.

Cleaned up the process to be more KPI driven and prepared the portfolio for the next generation.

Created a whole ecosystem where different department supported each other and share common ‘Must Win Battles’.