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Building capability and capacity to unlock value and thrive in the new economy.


The organization is a successful FMCG conglomerate and industry leader in one of the most populous markets in ASEAN.


After many years of seemingly unstoppable success, the organization noticed the business landscape has changed, becoming more sophisticated and more competitive as barriers to entry came down.  It became abundantly clear that the organization needed to transform to continue to thrive in the new environment and economy.



We asked the leadership about their vision for the organization, their goals, benchmarks and their why. We then went deeper to really understand the company’s business, the landscape, its operations, its people and of course, its culture.


Through our investigation, we found that the organization's successes thus far were attributable to the foresight and decisiveness of its leadership team and the first mover advantage that ensued.


The current business environment was going through unprecedented change, which the organization was clearly not adequately prepared for.  The competition has stepped up their game, they had become more agile, had more depth and breadth to their product offerings and had become more sophisticated in their marketing efforts. This meant consumers had much more choice. Most important of all, consumer habits and aspirations had changed significantly during this period.  The knock-on effect meant that the trading environment has become more demanding and more complex than previously experienced.


This was further exacerbated by the fact that within the organization, only the manufacturing capability and capacity had received the majority share of investment in recent years.


The leadership accepted our findings and approved a series of key initiatives to transform the business so that the organization could continue to thrive in the new economy.


These key strategic initiatives included:

  1. Growing the portfolio of products.

  2. Elevating the capabilities and capacity of the sales organization.  

  3. Building the capability and capacity of the marketing organization. 

  4. Establishing of the Supply Chain organization.



With the commitment of the leadership, the transformation strategies were pursued with decisiveness and energetic action.


The organization reviewed its portfolio of products and adopted a new category that offered the potential of blue ocean advantage against competition.


Elevation of the sales organization included new capabilities to manage its large sales force deployed across a vast geographical area.


Capacity was created to better serve the market effectively and enabling technology rolled out.  

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