Leadership at a global consumer packaged goods company knew growth was possible. “How” was the question. Despite strong top-line growth, the company’s profitability lagged that of its peers. Market pressures, COVID, and rising commodity costs were headwinds that put the company at immediate risk. It needed a plan to become more scalable and more efficient.

Senior leaders understood the complexity of operating a global, multi-branded business, creating natural efficiency challenges.

Decision-making moved at a glacial pace throughout the organization, and it was often slow to respond to changes in the market. On top of that, margin pressure was mounting, as selling, general, and administrative expense (SG&A) costs were consistently deleveraging revenue. It needed to reduce cost, improve productivity, and mitigate risk across multiple fronts.

To improve profitability in a very competitive marketplace and prepare for its next stage of growth, company leaders wanted to restructure the organization and achieve sustainable cost improvement through an operating model transformation. That required changes in processes, technology, and the organizational structure that dictate the daily way of working.