Old state

Following a series of acquisitions within their EMEA region, a global fast-moving consumer goods business required a new operating model in order to integrate categories, markets and brands and realise opportunities to achieve future growth within competitive markets.

Leaders and subject matter experts aligned to a particular category, market or brand were now operating within a matrix organisation without necessarily the skill, will or permission to adapt.

What the organisation did to change its state

To change state required a blend of activity, pulled together within an OD programme.  Central to this was strong leadership and the creation of leadership and management identity across the region.

A number of other activities included:

• a ‘campus’ style leadership event, bringing together the top leaders within the region to reinforce the direction of the business and the identity of the leadership group
• category led events to integrate brands and markets, share expertise and promote innovation
• bespoke global leadership and management programmes brought together diverse leaders to reinforce a new set of values, accelerate collaboration, innovation and employee engagement

New state

The organisation has a clear brand family for the region following the successful integration of a number of major European brands. 

Financial performance remained high despite the level of integration and re-organisation.

There have been both a number of new products successfully bought to market and existing products successfully launched in new markets as a result of matrix working.