Manufacturer of steel and aluminium pressings and assemblies for the automotive sector. Turnover £265m, Headcount 2,200

Business situation

The business had grown rapidly and had become heavily reliant on just a couple of major customers. Vision, mission and values statements already existed but the organisation was not aligned to delivering the these and there was no connection between every day activities and delivery of the company strategy. The multi-site, international leadership team did not share the same understanding of the company’s strategy and there were no direction, focus, alignment or shared objectives and goals for the organisation.

Advisory appointment

A  strategic review of the business was undertaken with the executive leadership team to understand the products, markets served, competitive positioning, customers, competitors, suppliers, industry dynamics, internal capabilities and macro factors likely to impact the business over the short to medium term. The future product strategy and key markets were defined with clarity on competitive positioning. Meaningful vision and mission statements were created, with alignment and common understanding across the senior leadership team. A strategic business plan was developed around six strategic imperatives to drive priority, focus and alignment throughout the business. These imperatives were supported by a three-year strategic roadmap to deliver the company strategy and business plan targets year-on-year. Objectives, metrics, targets and accountabilities were cascaded across all locations and departments, linked to delivering the company’s overall strategy. Disciplined management governance and reporting processes were implemented across the entire business covering all sites, functions and levels, to measure and manage delivery of the business plan and overall strategy.