 |
 |
| Division of a Global Miner |
Context / Scope of project
The Division comprised two distinct businesses operating in 5 continents that had shared overhead costs. As part of a strategic reorganisation, the Division prepared for the separation of the 2 businesses. PIP was asked to assist management in creating a stand-alone overhead for each business that was consistent with their strategic direction. A client and PIP team undertook the restructuring review over a six week period.
Client achieved:
- Separation of the 2 businesses without increased headcount
- 29 % decrease in G&A headcount relative to pre-merger organisation
- Agreed on closure/divestment of 2 non-core assets
- Confirmed priority segments and reconfigured salesforce organisation
|
|
|
|
|
What we did:
- Developed governing principles and key hypotheses with the CEO and leadership team
- Conducted a rapid review of strategic direction to validate priority opportunities for growth
- Identified unprofitable and non-core assets for closure/sale and agreed actions with management
- Worked with senior line management and heads of function to confirm opportunities to
- Eliminate low value outcomes or reduce service levels
- Reduce QA costs and activity duplication by optimising the split between local and central resources
- Simplify tasks and processes
- Worked with the commercial leadership to optimise and reinvigorate the sales team
- Ensure systematic approach to market coverage
- Align sales KPIs, incentives and prioritisation with market strategy
- Improve available customer information
- Optimise channel mix
- Defined opportunity value and agreed priorities with client leadership team
- Planned approach to headcount reductions
- Agreed implementation plans, accountabilities, milestones/KPIs for FTE reductions
|
|
|
|
