Insights

Short perspectives drawn from real business challenges in strategy, sales, operations and leadership.

We share practical observations and patterns we see across industries, where companies struggle, and what actually works in practice.

1. Leadership Simplified

Practical perspectives on leadership and decision-making in complex organisations.

From Individual Excellence to Institutional Sales Capability
Situation
A large commercial organisation operating across multiple European markets was growing through expansion and acquisitions.
Sales capabilities were uneven, varying by market, category, and individual experience.
Obstacle
The organisation relied heavily on local excellence:
– different markets developed their own ways of working
– best practices existed, but remained fragmented
– a common belief persisted that capabilities could not be transferred due to market conditions
This resulted in:
– inconsistent execution
– limited scalability
– high dependency on individual expertise
Action
A structured capability-building approach was introduced, aligned with the company’s strategic direction:
– mapping current vs. desired sales organisation maturity
– defining a clear set of critical commercial and leadership capabilities
– establishing a Sales Excellence College as a platform to systematically develop those capabilities
– combining skill development with implementation of common tools, processes, and performance standards across markets
The focus was not only on training individuals, but on building a system that could be consistently applied across the organisation.
Result
– accelerated revenue growth across markets
– improved profitability through more consistent execution
– creation of a structured talent pipeline
– reduced dependency on individual expertise through institutionalised knowledge and capabilities
What this shows:
Leadership is not about relying on strong individuals, it is about building systems that develop capabilities at scale.
And those systems can be designed, implemented, and replicated.
Situation
A large, fully integrated organisation with a long industrial tradition faced structural inefficiencies.
The company employed close to 1,000 people, with a significant share in manual production roles and legacy organisational structures.
Obstacles
The transformation was constrained by multiple factors:
– strong internal union presence
– complex interpersonal relationships across the organisation
– skills mismatch with evolving market requirements
– public sensitivity and external pressure
– additional complexity driven by changes in ownership structure
Despite clear need for change, the environment made decisive action difficult.

 

Actions
A structured transformation programme was initiated:
– formation of a dedicated project team combining internal and external capabilities
– preparation and execution of a comprehensive change management plan
– responsible workforce restructuring, including social considerations
– investments in automation of key production processes
– strengthening of critical organisational capabilities (marketing, development, controlling, planning)
– structural simplification, including separation of non-core activities into a standalone entity
The approach combined operational discipline with careful stakeholder management, ensuring that necessary decisions were implemented in a controlled and responsible way.
Results
– organisational structure optimised (reduction of 255 roles)
– creation of approximately 2.5 million BAM capacity for reinvestment within the first year
– investments in automation leading to improved product quality and consumer satisfaction
– clearer strategic focus through redefined mission, vision, and priorities
– stabilisation of business performance after a prolonged period of pressure
What this shows:
Courage in leadership is not about taking bold decisions once, it is about systematically executing difficult changes in complex environments.
And this capability can be built, structured, and applied across organisations.
Situation
A company transitioning from a small to a mid-sized organisation entered a phase of rapid transformation:
– portfolio expansion
– entry into new markets
– introduction of ERP and controlling
– initial steps towards corporate governance
The business had benefited from strong performance during COVID, but the next phase required a different level of organisational maturity.
Obstacle
Growth exposed structural weaknesses:
– expansion into unprofitable channels
– delays in product registrations in new markets
– increased cost base without corresponding returns
– high concentration of revenue in key accounts with long payment terms
This resulted in:
– declining profitability
– pressure on liquidity
– reduced operational focus
Action
A comprehensive reset of the commercial and operational model was implemented:
– redesign of the Route-to-Market strategy (shift from fully direct to hybrid model)
– focus on key accounts, with outsourcing of logistics, invoicing, and receivables collection for long-tail customers
– exit from unprofitable customers and channels
– restructuring of the organisation and cost base
– reinvestment of savings into high-impact commercial activities (including digital marketing)
– establishment of a strategic partnership with a major logistics provider (conversion of fixed to variable cost structure)
– introduction of a structured S&OP process to improve inventory management and cash flow stability
The focus was on restoring discipline in where to play, how to operate, and how to manage resources.
Results
– initial stabilisation followed by return to revenue growth
– improved profitability through better channel and cost management
– recovery from liquidity pressure
– successful expansion into new markets
– stronger organisational focus on a limited number of high-impact priorities
What this shows:
Leadership in scaling organisations is not about doing more. It is about making disciplined choices on where to focus and how to operate.
And this discipline can be systematically introduced and replicated.

2. Strategy vs. Execution

Helping companies to translate strategy into real business results.

From Innovation Strategy to Market Execution
Situation
A multinational organisation had a strong innovation strategy, with R&D and Marketing consistently developing well-researched, consumer-relevant new products
Despite this:
– innovation rollout was slower than expected
– success rates were below potential
– scaling across markets lacked consistency
Obstacles
A detailed diagnostic revealed that while NPD development was well structured, commercialisation was not fully integrated into the process:
– key commercial activities were missing or too late in the cycle
– speed to market was constrained
– weighted distribution targets were not reached early enough to support ROI on marketing investments
– retail partners (key accounts) were not embedded early in the process
As a result, launches often faced:
– delayed listings
– slow distribution build-up
– reduced competitive impact
Actions
A redesigned innovation execution model was implemented:
– full review of NPD development and commercial launch process
– integration of commercialisation into early stages of innovation cycles
– definition of category-specific trade partner windows
– introduction of structured engagement with key retail partners (including category advisory meetings)
– early alignment on listings, planogram visibility, and promotional support
The focus shifted from “launching products” to orchestrating market entry through retail partnerships.

 

Results
– speed to market improved, with prioritised innovations reaching distribution targets up to 3 months faster
– stronger initial weighted distribution enabled earlier and more effective marketing activation
– improved competitive impact through stronger “surprise effect”
– innovation market share exceeded targets by +1–2 percentage points
– increased trust from retail partners, resulting in expanded category captaincy roles across key accounts
What this shows:
Innovation success depends on integrating commercial execution into the design of the process, not treating it as a final step.
This integration can be systematically designed, embedded, and scaled across markets.
Situation
During a cross-market diagnostic, trade agreements were analysed against the company’s commercial policy.
At first glance, deals appeared compliant:
– overall investment levels were broadly aligned with policy guidelines
However, a deeper analysis revealed a critical issue:
– low conditionality of commercial terms across markets and customers
Obstacles
The diagnostic confirmed that:
– trade agreements were largely non-conditional, with limited linkage to execution requirements
– retailers were able to selectively activate elements of agreements (“cherry-picking”)
– commercial investments were not consistently tied to Key Business Drivers (KBDs)
This resulted in:
– limited control over in-store execution
– reduced effectiveness of commercial spend
– constrained ability to translate strategy into market results
Actions
A structured commercial transformation was implemented:
– redesign of commercial policy to embed conditionality linked to KBDs
– conversion of trade agreements into Joint Business Plans (JBPs) with clear mutual commitments
– definition and rollout of Sales Fundamentals as execution standards
– capability building focused on negotiation and value-based selling
– detailed AS-IS / TO-BE / HOW-TO-GET-THERE planning per key account and channel
– systematic tracking of implementation across markets
The objective was to shift from funding customers to co-owning execution with them.
Results
– increase in deal conditionality from ~30% to ~50% weighted average over three years
– significant expansion of Joint Business Plans across key accounts
– improved execution of Sales Fundamentals
– acceleration of sales performance
– improved profitability for both the company and its retail partners
What this shows:
The effectiveness of commercial investment is not defined by how much is spent, but by how it is structured.
Conditionality is what turns trade agreements into execution engines.
Situation
An SME operating with a fully outsourced production model relied on contract manufacturers across multiple global locations.
The operating model was characterised by:
– long supply lead times (9 to 17 weeks)
– high minimum order quantities (MOQs)
– inventory coverage of 3 to 6 months of sales
At the time of diagnostic:
– CCC was ~200 days, driven by:
  • DIO: 140 days
  • DSO: 100 days (extended payment terms with key accounts)
  • DPO: 40 days (short supplier payment terms linked to cost optimisation)
At the same time, the company was expanding and required liquidity to sustain growth without increasing bank financing.
Obstacles
A detailed diagnostic revealed a fundamental execution gap:
– no S&OP process to align sales, operations, and procurement
– procurement decisions were made in isolation
– focus was limited to:
  • reducing out-of-stocks
  • reducing cost of goods (COGS)
Critically:
  • DIO was not actively managed or measured
This resulted in:
– stock-outs on high-priority (A) items
– systematic overstock on slower-moving products
– inefficient working capital allocation
– increasing pressure on liquidity
Actions
A structured operational and financial alignment programme was implemented:
– introduction of ABC/XYZ segmentation to prioritise SKUs and define differentiated safety stock levels
– capability building within procurement on inventory management principles
– design and implementation of a cross-functional S&OP process with clear roles and accountability
– renegotiation of supplier agreements to:
  • reduce MOQs
  • extend payment terms
– implementation of a cash flow management tool
– introduction of weekly cross-functional reviews focused on:
  • receivables collection
  • prioritisation of payments
  • alignment of cash decisions with operational needs
The focus was on aligning all key levers: demand, supply, and cash.
Results
– DIO reduced from 140 to 120 days through improved planning discipline
– DSO reduced from 100 to 60 days through structured receivables management
– DPO increased from 40 to 60 days through improved supplier terms
– CCC reduced from ~200 to ~120 days
This resulted in:
– significantly improved liquidity position
– reduced dependency on external financing
– more stable and predictable operations
What this shows:
Cash flow is not managed in finance alone;  it is managed through execution discipline across the organisation.
By aligning planning, procurement, and commercial decisions, liquidity can be systematically improved.

3. Operational Discipline

How operational clarity and execution discipline create sustainable growth.

Profitability Improvement Through Operational Discipline
Situation
A family-owned manufacturing company with a long tradition, generating 90% of its sales in international markets.
Over the past three years, the company has achieved consistent growth in headcount, revenue, and assets, supported by significant investments in production facilities.
The organization operates with a lean structure, with 85% of employees directly engaged in production — providing a strong foundation for further scaling.
Obstacle
Low profitability (net margin 0.47%, ROE 1.57%)
Significant increase in input costs: raw materials, energy (+57%), labor, and interest rates
Production bottlenecks limiting efficiency and throughput
Limited product and market diversification, increasing business risk
Action
Production restructuring: Split operations into two production streams, improve layout, and introduce flow-based (line) production
Resource optimization: Improve tracking of waste and labor productivity; reduce internal transport inefficiencies
Diversification: Develop new products and better utilize modern equipment through an expanded product portfolio
Financial stabilization: Reduce dependency on a single key customer, increase domestic market presence, and strengthen cost control on energy and raw materials
Results
Improved operational efficiency and cost reduction through process optimization
Reduced dependency risk via product and market diversification
Sustainable improvement in profitability and business resilience
Strengthened strategic positioning as a competitive player in regional and international value chains
Situation
The company operates in both wholesale and retail, employing approximately 140 people and managing a network of 15 retail outlets across Bosnia and Herzegovina.
The project was initiated to improve the organizational structure, define job systematization, identify key business processes, and establish a clear development vision — with the objective of building a more efficient management system and optimizing overall performance.
Obstacle
The analysis revealed several structural and operational weaknesses:
– Lack of a clear process for handling complaints and returns, creating pressure on retail operations
– Misalignment in organizational structure and job systematization
– Bottlenecks in warehouse and logistics (lack of certified staff, manual processes, inaccurate postings)
– Inconsistent pricing and communication in wholesale operations
– Lack of standardization in retail (assortment, sales targets, job roles)
– Low level of digitalization and automation in service and financial processes
Action
The proposed measures included:
– Organizational redesign: Development of a new organizational structure and job systematization with clearly defined roles and responsibilities
– Centralization of after-sales support: Establishment of a dedicated function to manage complaints and service processes
– Process optimization: Mapping and redesign of key end-to-end processes (procurement, warehousing, wholesale, retail, e-commerce, service)
– Operational discipline: Introduction of SLA procedures between departments, cross-skilling in warehouse operations, and standardization of pricing and communication
– Digitalization: Implementation of digital archiving, automation in e-commerce and service processes, and tracking of field sales activities
– Retail performance management: Setting clear sales targets and introducing regular performance reviews in retail
Result
The revised setup delivers:
– A clear organizational structure with defined responsibilities and accountability
– Optimized processes with reduced bottlenecks across logistics and sales
– Centralized after-sales support, improving efficiency and customer satisfaction
– Increased digitalization and automation, reducing manual work and errors
– Higher operational efficiency, improved cross-functional coordination, and a stronger market position
Situation
The company, a European leader in FMCG distribution, launched an international initiative to identify and document business processes across the value chain.
IT processes were recognized as a critical component of this value chain. As a result, a project was initiated in Bosnia and Herzegovina to implement a structured IT process management system within the IT department.
Obstacle
There was a clear need to define and document IT processes. However, the company lacked a standardized methodology for identifying and modeling business processes and sought external support in the local market.
In addition, business growth in recent years had been consistently supported by increased hiring, creating the need to assess resource utilization and efficiency.
The objective was to identify process inefficiencies and provide actionable recommendations to improve overall performance.
Action
The project was structured in three phases:
– Process identification: Mapping IT processes, developing an FTE map, and creating a core process catalog
– Process mapping: Detailed mapping of key IT support processes
– Optimization: Analysis and development of improvement recommendations
In parallel, more than 30 employees across different functions were trained in business process mapping, enabling the organization to independently identify and map additional processes without external support.
Result
The project achieved its core objectives:
– Established a structured catalog and mapping of IT processes
– Identified key inefficiencies and defined optimization measures
– Created a foundation for implementing a formal IT process management system
These outcomes will support long-term improvements in IT efficiency and strengthen the role of IT as an enabler within the company’s value chain.