Manufacturing
Second-Generation Transformation of a Family Manufacturer
A 30-year-old manufacturing business professionalised its operating model and reversed a three-year margin decline.
Client Challenge
Founder-dependent decision making, unclear accountability across second-generation leadership and eroding margins in a commoditising category.
Strategic Approach
Business model and portfolio review, future-state operating model design, governance structure and a value-added product strategy to escape commodity pricing.
Execution
Redesigned the organisation into accountable business units, introduced monthly performance reviews, exited two loss-making SKUs and launched a branded value-added line.
Key Learnings
In family businesses, governance change is the unlock. Strategy without role clarity does not survive the quarter.
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