Challenges and tasks
- A division of one of Japan’s largest chemical companies had to transform from a “Japan-vs-the-rest-of-the-world” governance model to a unified model that considers global and regional realities following the company’s rapid international expansion through acquisitions.
- The company leadership team struggled to align domestic practices, mindsets and resources with regional business requirements, cultures and talent, under pressure to meet aggressive topline growth targets, generate innovation, and realize operational synergies expected from the mergers.
OXYGY's Approaches
- Co-creation of the foundation based on analysis of the global business support functions and in-depth analyses of the products/applications across the international portfolio
- Co-development of custom-tailored segmentation approaches
- Selection of applicable operational practices ensuring agility and business continuity
Outcomes and value created
Change the mindset of an organization from narrow, domestic focus to full internationalization:
- Creation of an implementation roadmap and realization of a new operating model based on the assessment of the organizational implications, requirements for roles and responsibilities and talent gaps.
- Top-line growth acceleration by transitioning from a Japan-centric to a customer-focused business model and achieving the operational efficiencies to fully leverage global talent.
- Establishing a model for optimized market strategies, operational efficiencies, and innovative agility for sustainable growth.
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