Challenge:
A large, multi-sector conglomerate operating across diverse industries faced several transformation hurdles:
- Managing distinct business models with independently driven strategies, creating complexity across verticals.
- Absence of a unified group-wide transformation framework leading to fragmented efforts.
- Growing digital disruption and evolving sustainability requirements demanding agile and responsive operating models.
- Inconsistent deployment of modernization initiatives across entities, limiting synergies and scalability.
Approach:
Through the adoption of Modus ETP and ETI:
- Enterprise Transformation Intelligence (ETI) was unlocked to visualize and map transformation needs across the group.
- Business Model Modeller was deployed to create individual and group-level strategic canvases, enabling visibility and consistency in transformation objectives .
- Transformation Portfolio Construction: Developed a consolidated group-wide portfolio while preserving the uniqueness of individual business units.
- Structured Transformation Enablement: Designed independent yet connected transformation portfolios per sector, underpinned by the Modus Target Operating Model and strategic roadmaps.
- Sustainability and ESG Integration: Sustainability strategies were embedded into each portfolio as a central dimension.
Outcome:
- Centralized visibility and control of transformation programs across all business units while maintaining operational independence.
- A clear, executable bridge was established between corporate strategy and operational execution across diverse sectors.
- Achieved synergy and alignment across transformation activities, optimizing resource usage and accelerating delivery.
- Embedded resilience and agility across the enterprise, preparing the group for future disruptions and opportunities.
- Delivered sustainable, scalable, and replicable transformation frameworks across all divisions, supporting continuous improvement.
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