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CASE STUDY
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Business Transformation
Situation
Western European integrated oil&gas company acquires a CEE state-owned conglomerate for 2Bn EUR through privatisation.
Buyer has limited international experience, especially with a business of such size and complexity. Its shareholders are euphoric about the transaction, but expect quick signs of taking control and transforming the new acquisition into a profitable business with contribution to the group.
Complication
Securing the business in the first nine months is crucial for the buyer to meet shareholder expectations.
Business must be transformed and restructured in three years into a sustainable and modern company:
  • Centralise governance and management
  • Introduce business processes and IT tools
  • Define sales structures and new terms
  • Renegotiate all contracts and procurement rules
  • Reorganise and restructure workforce
Solution
Three main consecutive phases to conduct a full transformation of the downstream business:
  • Centralise managerial decisions to a new organisation at HQ and exchange the entire first two levels of management; define interim rules
  • Design business processes and restructure half of the workforce to create a lean structure
  • Develop a new and young spirited local workforce and encourage high potential middle-managers
Example
Business Pic Mic
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