Over the last eight years, we have been partnering the global commercial function of a blue chip organisation that houses some of the world’s most-well known sporting brands. Over this timeframe their market has been disrupted by the proliferation of digital platforms and channels, requiring a transformation of their overall business model and fundamentally changing the role of sales and marketing within the commercial function.
Upon engagement, our client informed us that they had been through a number of budget cycles without being to mobilise the change in front-line behaviour needed to execute the new strategy. After helping them review and refine their high level strategy, we worked with them to develop and implement a two year transformation programme to adapt to an increasingly digital marketplace.
Whereas previously the organisation had adopted a top-down and siloed approach to transformation, we helped the client to pioneer a whole system approach to change. Working in partnership with their digital experts, we designed a programme, bringing together their their top 100 leaders globally to develop a shared vision for the organisation and design a robust change management programme to get them there, whilst also developing their capacity for connected group intelligence.
This new approach to transformation has enabled the organisation to successfully adapt its business model and go-to-market approach to a digital marketplace. In addition, by developing the capacity for collective intelligence and embedding whole system change processes we have helped to foster a culture of cross-boundary collaboration and developed the collective agility of the organisation. During this time the business has seen its overall revenue and profit growth double, consistently delivering and exceeding its market commitments. This is in spite of a competitive market and difficult operating conditions that have seen a number of competitors and major retail customers go out of business.
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