Case Study
Author: Mike Holcomb | 5 minute read
The Opportunity
The biggest category in the business needed new thinking, not a better plan.
In most multi-brand businesses every brand has a plan and the category has none. Innovation is briefed brand by brand, capability investment follows whoever shouted loudest, and the sum of the parts is a portfolio moving in several directions at a pace the category will not reward.
- Growth trajectory flattening
- Brands pulling apart
- No integrated category strategy
- Capability gaps unaddressed
The Approach
-
Assessed the business, the competitive landscape, and
the consumer trends. - Built a future-looking growth plan for how the category develops.
- Created a full strategic plan with owners, milestones EBITDA bridge.
- Defined the capability and organization changes execution would need.
- Guided leadership through adoption so the plan moved into execution.
TPG ran the assessment and built the strategy architecture, the client leadership team made the where-to-play and how-to-win calls. The OGSMI is the device that forces those calls into one page: objectives, goals, strategies, measures, initiatives, with an owner against each. The organization and capability work was scoped in the same engagement, not deferred. That is why execution started rather than stalling at the handover.
The Outcome
Innovation master plan, capability plans, and brand priorities were all reset under one direction, with execution plans underway.
Implemented
Adopted across the business unit
One direction
Innovation, capability, brand
Meet The Team
