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• Business Turnaround and Transformation – Beyond the Numbers

  At IMIG, Business Turnaround and Transformation isn’t just a service – it’s a lifeline that goes far beyond number crunching. In this article, we dive into the importance of uncovering the underlying issues that often go unnoticed within a company, and how addressing these is crucial to transforming a business from the ground up.

  Uncovering the Root Causes

  As a business owner or investor, the first signs of trouble usually appear in the financial numbers. While restructuring efforts often focus on these financial levers, the real root causes of distress typically lie deeper within the operational aspects of the business. These are the areas that senior management may be blind to, and this is where IMIG steps in. We look past the numbers to uncover the true operational issues driving those red figures. Our role is to give clients a clear plan, partnering with the financial team or the Chief Restructuring Officer (CRO), to restore the business, deliver value back to the investor and ensure continuity of supply to the customer base.

  Real-World Examples: Digging Deeper Than Financial Figures

  Take, for example, a recent project with a client where material costs were through the roof. Most financial experts would quickly point out that excessive scrap was the issue and would recommend controlling it. But what’s really causing that scrap? It wasn’t until we dug deeper that we discovered the problem was the use of improper cutting tools. The regular knives used to open boxes, which ensured products remained undamaged, had run out. Staff were using replacement blades that were damaging the carbon fibre products inside the boxes. This £1 blade was causing the company to scrap hundreds of thousands of pounds worth of products – a detail that would never have been uncovered in the boardroom or by looking at financial numbers alone.

  Another example involved a client with a super expensive product being scrapped, and they spent months trying to identify the cause, carefully assessing each phase. After extensive investigation, we found that a broken floor was the culprit. The product was being damaged as forklifts transported it over the damaged area between production phases. Such operational issues, though seemingly minor, can have massive financial impacts that are not immediately visible through financial analysis alone.

  The Risk of Single-Source Suppliers for OEMs

  We often see OEMs with a single-source supplier showing interest in our business turnaround solutions. This scenario is incredibly risky, and one we see often. If something happens to that key supplier, the entire OEM’s business is at risk, and without a backup plan, the consequences can be dire. The financial impact of such disruptions is far greater than the cost of the parts themselves, highlighting the need for comprehensive operational risk assessments.

  The Critical Role of Operational Insight for Investors and Financial Institutions

  Investors and financial institutions, too, have significant exposure. When they invest in a company, they often rely on financial data. Their due diligence processes might miss crucial operational details. For instance, a walk around on the shop floor assessing that the stock levels match those on the balance sheet could lead to error because the stock is actually outdated, often the part number is correct, but the engineering level is different. Often by the time this is realised, it is too late, and they have invested but the stock on the balance sheet worth hundreds of thousands of pounds are effectively worthless in the real world. This is where our operational insights can make a difference, preventing costly oversights, as we would have spotted this.

  Providing Extra Support for Executing Recovery Plans

  Sometimes, our role in a business turnaround is not about rescuing a failing company but about validating the owner’s plan and providing the extra horsepower needed to execute it. When a business is under stress, the owner often has a good plan for recovery, but the team is too embroiled in day-to-day operations to focus on execution. By bringing in a small, focused team from IMIG of just 3 to 4 people for a few months, we provide the support necessary to get the plan off the ground without the long-term costs associated with hiring permanent staff. This approach is particularly effective for family-owned businesses, where personal attachment and legacy play significant roles. Our goal is to implement a critical plan that respects the owner’s passion for their business, but ensures it is not delivered in a critical way.

  The Value of Early Engagement with Consultants

  The CRO link is especially important to us. In the financial industry, consulting is a norm, with many accountants moving into consulting roles as they progress in their careers. However, in the manufacturing and operational sectors, consulting is often perceived as a last resort, which can lead companies to delay seeking help until the situation becomes dire, as internal efforts to address the challenges may not have yielded the desired results. Engaging consultants like IMIG early on can help address problems before they escalate, providing a much faster and more effective turnaround. It is most definitely not a failure. We pride ourselves in partnering with our clients, maintaining jobs and growing existing strengths. By intervening early, we help companies not just survive but thrive.

  FAQs on Business Turnaround and Transformation

  1. What is business turnaround, and how does it differ from restructuring? Business turnaround involves identifying and addressing the root causes of a company’s financial and/or operational distress, often focusing on operational inefficiencies. Restructuring typically focuses on financial levers, such as debt reorganisation.
  2. What is turnaround consulting?
     Turnaround consulting helps struggling businesses regain stability and profitability by identifying root causes of distress, creating strategic recovery plans, and guiding their implementation. The goal is to prevent insolvency, protect jobs, and restore value to stakeholders.
  3. What does a business turnaround consultant do?
     A business turnaround consultant identifies the causes of a company’s financial or operational distress, develops a strategic recovery plan, and guides its implementation to restore stability and profitability. They focus on restructuring, cost-cutting, and operational improvements to ensure long-term viability.

  Proud to be a member of The Institute for Turnaround (IFT)

  The Institute for Turnaround (IFT) is the only body to accredit turnaround professionals globally, and for us this is our CEO, Alun Tribe. Each member is accredited to the highest standard, peer reviewed and must demonstrate significant experience in helping under performing businesses avoid unnecessary insolvencies. Bringing together independent professionals, bankers, investors and advisers that evolve together and respond to new challenges and trends. It’s a membership we’re very proud of.

  Early engagement is key. If we can assist you today, please contact us, we are often onsite within 24 hours.

• Paul Marron – Reflecting on his Two Years with IMIG

  When asked what the past two years have been like, without hesitation Paul says, “Absolutely fantastic, I’ve loved it!” But what initially drew him to the company? “It was basically Alun, I’d worked with him before. Alun recruited me into my first role in automotive back at SMR in 2015, but we only had a year working together there. Then Alun moved on, and in time, it was the catalyst for me to move as well, as the dynamic of the team changed with his departure. He is genuinely a nice guy, hardworking, he cares about his team and he is very driven.”

  The work ethic is different at IMIG. If you have read our staff profiles that we have shared here on LinkedIn, you will hear loud and clear that IMIG operates with no hierarchy. Everyone respects everyone, regardless of position, and this is Paul’s experience too. “I have a healthy respect for Alun’s role and position, but it doesn’t mean I can’t say things like I would if I was talking to a mate. I tell him; we are very transparent, which leads to complete trust in one another.”

  “Everybody together, that culture goes through all of us,” says Paul when asked about the culture of IMIG. “It’s one of the key values Alun looks for when recruiting people.” And when asked how he came to join IMIG, Paul said he reached out to Alun—not to ask him directly for work, but to see if he had any connections that were looking to recruit. Paul got a message back from Alun on a Saturday night. He was at a wedding in France but said, “Don’t talk to anyone else. IMIG are hiring, I’ll chat with you tomorrow!” Following that phone call, Paul started with IMIG the next Monday and got stuck into a client project the same week.

  Paul has worked on many notable projects. “It is difficult to choose one, but if I had to, it would be a client I worked with in Virginia Beach. When I arrived there, they were under assessment and deciding if the plant should remain open. The welcome was frosty. The management just assumed we were consultants in suits, going to shut them down, and they would lose their jobs. It took a few days to slowly convince them that we were there to help them turn around and improve their performance. It was so sweet to see the change in them when the penny dropped that that was the case. We’re not traditional consultants. They realised that I was personally invested in the turnaround with them, continuously trying my very best to guide them to success, celebrating their achievements and giving constructive feedback on areas that might have gone exactly to plan. That project was a success. The plant went from almost being closed, to hitting all our KPIs, and the parent company provided further investment to help them grow.”

  Looking ahead, Paul is enthusiastic about the company’s future under Alun’s leadership. “Alun’s vision and drive have always been clear, and now with him at the helm, I’m excited to see how we continue to grow. The culture he’s built, combined with the ambitious plans he has for the business, makes this a great place to be. I’m looking forward to being a part of that journey.”

• Introducing IMIG Programme Management Services

  In this introduction to IMIG’s programme and project management services, discover how our services could benefit execution and delivery in your business.

  Programme and Project Management

  Providing Project Management resources and Programme leadership to drive project execution.

  Our Programme and Project Management consultants specialise in providing guidance and expertise in managing and overseeing complex programmes within clients’ organisations.

  We work within our clients’ existing teams and processes, utilising our skills and experience to bring structure and control to their delivery.

  Project Assessments

  Assessing project and programme health to identify areas for improvement and recommended proactive actions.

  Our Project Assessments give you a complete, independent picture of how a project is performing in accordance with meeting its objectives and adherence to delivery methodologies.

  Following a well-defined assessment process, we identify proactive actions to improve the current status and future path of the project and improve the probability for successful delivery.

  Programme Roadmap Development

  Defining a roadmap to turn your business strategy into an achievable delivery plan.

  Our Programme Roadmap Development breaks down the achievement of your business strategy into manageable chunks with the structure to ensure a focus on delivering the required benefits.

  Working with clients’ business strategy we build a structured programme approach, creating projects to produce the required outputs, facilitating short and longer term resourcing planning.

  Project Recovery

  Assessing issues and root causes, implementing solutions to guide troubled projects back on track for successful delivery.

  Our Project Recovery is ready for when projects are experiencing significant delivery challenges, such as missed deadlines, budget overruns, scope creep, communication breakdown & benefit erosion.

  Following a well-defined recovery process, our consultants develop an appropriate course of actions to quickly restore project control and preserve project value and stakeholder support.

  Author Ed Shrimpton, Senior Consultant.

  Key Services provided by Ed:

  • Programme Management
  • Business Turnaround and Transformation
  • Interim Leadership

  For further information on these services and how we can add value to your organisation please get in touch via [email protected] or +44 7450 218 746

• Embracing Interim Leadership in the Global Manufacturing Sector

  Many businesses often find themselves at a crossroads, facing unprecedented challenges that threaten their existence and require immediate attention. When internal efforts fall short, it becomes imperative to seek external expertise, and quickly. This is where interim leadership steps in, offering a lifeline to companies in distress.

  In this blog we explore the unique aspects of interim leadership and why it is a strategic choice for manufacturing companies worldwide.

  Recognising the Need for Change

  Manufacturing companies experiencing distress must firstly acknowledge their problem at the most senior level. Whilst this may seem simple, it is by far the biggest challenge. Ego’s aside, everyone must accept that their current strategies are falling short and that they need to be open to embracing change.

  This openness is a critical component for successful transformation. Without the full commitment of everyone in the organisation, from the shop floor to senior management, any attempt at change is far harder and will take longer, a luxury these organisations do not have. Typically, these companies have exhausted various internal solutions and have come to the realisation that they need an external perspective to get the desired results – quickly.

  Our Role as Interim Leaders 

  Interim leaders bring a fresh, unbiased perspective, untainted by internal politics or agendas. We are professionals with extensive external knowledge and experience working with senior level executives in the manufacturing sector. Unlike turnaround specialists who operate from the sidelines, we step into C-level executive roles, gaining comprehensive access to the entire organisation. This deep integration allows us to make informed decisions and implement changes swiftly and effectively. 

  One of our key strengths is our ability to view the bigger picture. We encourage company leaders to put aside their egos and prioritise what is best for the company. This sometimes involves making difficult sensitive decisions that internal managers might avoid. Our motivation is purely centred on the outcome our clients have asked for. Unlike internal managers, we are not driven by personal gain but by the results we deliver.  

  Openness, Transparency, and Trust 

  The cornerstone of successful interim leadership is having a culture of openness, transparency, and a willingness to change. We work hard to build trust within the organisation, which is essential for driving meaningful change. Our objective viewpoint allows us to critically assess existing processes and challenge the status quo, “we’ve always done it that way,” are critically examined to identify inefficiencies and areas for improvement. 

  Decisions with Courage 

  Interim leaders have the bravery and courage to make tough decisions. Often, these decisions involve significant changes that may be met with resistance. However, our external perspective and experience equip us to handle these challenges effectively. This decisiveness is crucial for companies in distress, where hesitation can lead to further decline. 

  Collaborative Approach  

  Manufacturing companies depend heavily on their supply chains. Frequently, we work with a client’s suppliers who may be experiencing difficulties. By stabilising the supply chain, we help ensure the continued operation of all the businesses involved. 

  Investing in Expertise 

  A common concern among companies considering interim leadership is the cost, especially when a business is already in financial difficulty. However, the return on investment is significant. We are experts in our field, chosen by many for our ability to deliver results quickly. Our expertise can turn around a company’s future success. Embracing interim leadership is a bold step, but it can lead to remarkable turnarounds and long term success. As consultants in the manufacturing sector, we pride ourselves on being the catalyst for transformation, guiding your company through its most challenging times and to emerge stronger. 

  Transitioning to Permanent Leadership  

  A crucial aspect of interim leadership involves identifying, coaching and mentoring the right candidate to permanently fill the position once the interim leader has gone. This process helps eliminate the need for ongoing external interim support and cost, making it an integral part of the overall interim leadership solution. 

• A New Chapter for IMIG: Why We Rebranded

  You’ve probably noticed we’ve recently unveiled a new brand identity and website. But what’s driving this change? In this article, IMIG CEO, Alun Tribe, shares the vision behind the rebrand and what the future holds for IMIG.

  Alun’s vision and ambition

  Alun Tribe always aspired to build a large consultancy but knew that true growth required partnerships. So, in January 2020 his business, Atlas Clever Consulting, bought into the IMIG brand, and IMIG UK was born, a move driven by the desire to leverage the economies of scale and reputation of a bigger brand. When the previous owner decided to step back, Alun saw an opportunity to take on a more significant role within the organisation.

  A period of change

  In January 2023, IMIG UK became the major shareholder and the head quarter of the entire group, and Alun was appointed CEO. That year was focused on stabilising and solidifying our internal best practices. We launched an initiative called “Sign Ourselves as a Client,” where we critically assessed our business as if we were our own client – no holds barred. Everyone in the company was tasked to run an assessment of our own performance.

  The exercise proved invaluable, leading to consistent standards across all operations globally and identifying areas for improvement and growth opportunities. Beyond systems and processes, it gave us the perfect platform to ensure we were creating a supportive environment that our employees are proud to be part of.

  This project also highlighted the need to prepare for the retirement of key people in the US, China, Germany, and Japan. It gave us the chance to build the team before that knowledge left the business. Germany, being the founding location and a crucial hub for the automotive industry in Europe, needed careful attention. We appointed a new, Germany-based general manager ensuring IMIG’s legacy here continues to thrive and grow.

  Creating lasting partnerships

  Partnerships have always been at the heart of our business; it is one of our company values. Everyone in the company is seen as a partner, when you work with, or visit clients, you’re not there as a consultant, you’re there as a partner. It is the legacy each person in IMIG leaves behind, not just the work they do day-to-day that creates impact, helping us be known and trusted on a global scale. Our vision goes beyond short-term goals; it’s about ensuring long-term success and trustworthiness.

  A visual identity to match the customer experience.

  In June 2024, a share buyback meant that Atlas Clever became the sole shareholder and owner of IMIG worldwide, meaning we took full control of our brand and online reputation. Soon after our new website and rebrand was launched, with fantastic feedback from our clients and our internal team.

  While our customer experience was solid, our messaging in the marketplace was unclear. Our old website had become cluttered with over 150 pages of content, making it difficult for a potential client to understand who we are and what we do. Our face-to-face interactions were strong, and our online presence needed to reflect that same strength.

  The same thought was given to the company logo and branding. During a visit to IMIG Japan and its customers, the power of brand identity really stood out through the culture.  “It was on an evening walk looking across Tokyo, the branding of every corporate HQ was illuminated, and I realised we needed our own”.  Our new logo reflects the partnership we aim for with two people forming the “I”.  The letter I is also important for us because IMIG stands for International Management and Innovation Group, and we are proud of our global presence and our focus on always trying to innovate.

  The future of IMIG

  Looking ahead, Alun envisions significant growth for IMIG over the next decade. While we aim to expand, our focus firmly remains on maintaining the quality of our client and partnership experiences. We see potential for growth through organic expansion, acquisitions, and advancements in the digital environment, particularly with IMIG AI. However, our growth is not just about becoming bigger; it’s about ensuring that our clients benefit from our services.

  The “Net Benefit” pledge

  Central to our vision is a collective commitment to the “net benefit” calculation. This measures the financial benefits IMIG delivers to clients, minus the cost of us delivering it. We believe the client needs to see the benefit for them too.

  In fact, such is the commitment to delivering tangible, measurable benefit for our clients, it has become the number one KPI within the company. Each consultant, project and location must manage their net benefit. The reason for this is twofold; evidence we are making the client happy because they’ve received a net benefit; but crucially, it also allows our client to demonstrate internally that they made a great, beneficial business decision.

  You’ll notice the net benefit calculation is placed boldly on the website homepage, prompting the question, “Are we serving our customers well?” Alun proudly states, “We have a goal of delivering $1 billion net benefit by 2033, and in 2023, we helped our clients gain $86,320,156. So yes, we are on track.”

  Ultimately, our rebrand was about streamlining our message and ensuring a consistent customer experience worldwide. We’re excited about this new chapter and confident that this refreshed identity better reflects who we are and where we’re headed.

  If we can help support your manufacturing business, you can reach out to us here.

• IMIG Supplier Assessments make your company fit for the future

  Lean processes and management systems should inspire the sustainability and productivity of your company in the long term. IMIG supports your company in this lean transformation. The starting point of this continuous improvement is a 3-day assessment, which is specifically tailored to your needs. At the end of the assessment, an evaluation of the current performance status, the causes of the problems and an implementation plan for your company are provided.

  THE CHANGE PROCESS IS INITIATED

  Not only production is subjected to the change process, but all areas of your company! In the assessment, a comprehensive picture of process, organization and leadership is described. “We have the task to support your processes, your organization and your leadership with special knowledge in the direction of best practice” says the expert team of IMIG.

  In the first step, the goal of the assessments is to provide a clear picture of the current situation of the company for the respective topic category (see Figure 1). To this end, we conduct interviews and small workshops with your employees, obtain data and compare it with best practice criteria. In addition, a simplified value stream analysis is carried out in cooperation with you, which includes the visual representation of the flow of goods and information from the supplier to your customer.

  After this recording phase, we get to the bottom of the current problems and causes. These can vary greatly depending on the company and industry. Here, we conduct more in-depth interviews with the departments and persons concerned or analyze further data.

  Based on the results of the as-is analysis, potential for improvement is derived and recorded in an implementation plan. We differentiate between quick wins, medium-term measures and long-term measures. At the end of the third day, we present our implementation proposal to management in a final report. This usually results in concrete implementation projects (so-called lighthouse projects), in which we are happy to provide you with active support!

  Ideally, IMIG experts accompany the companies during the implementation of measures and contribute to process stabilization. We also want to support the companies with innovative ideas and systems. Currently, supplier assessments at a large OEM are running very successfully, as is the training of their employees in so-called train-the-trainer courses. In the first lighthouse projects, very good results have been achieved in terms of productivity, quality and lead times.

  CONCLUSION

  The IMIG Supplier Assessment is therefore much more than just an ordinary audit but it is the starting point for initiating a change process into a new corporate and leadership culture!

  
  Albrecht Alender
  Senior Consultant I IMIG Germany

  For further information please contact us either by mail: [email protected]

   

• Smart manufacturing is best served as a layer cake designed to maximise cultural change

  Culture change is the magic ingredient in maximising the fourth industrial revolution.

  First, some context for the uninitiated.

  The first industrial revolution came with the advent of mechanisation, steam power and water power. This was followed by the second industrial revolution, which revolved around mass production and assembly lines using electricity. The third industrial revolution came with electronics, I.T. systems and automation.

  Now we are at the genesis of the Fourth Industrial Revolution that you may have heard referred to as Industry 4.0, I4.0 or Smart Manufacturing.
  Essentially, it is a digital transformation of the manufacturing lifecycle that extends and integrates the shop floor to digital technologies and approaches. It enables real-time decision making, enhanced productivity, flexibility and agility across the manufacturing business.
  When computers were introduced to the manufacturing process we called it Industry 3.0. However, most of the computers that were introduced were standalone, siloed and not connected to each other. Planning and envisaging the whole manufacturing lifecycle was a manual process filled with inefficiencies and risk.

  With Industry 4.0, computers are connected and communicate with one another to ultimately make decisions without human involvement. A combination of cyber-physical systems, the Internet of Things (industrial or otherwise) and the Internet of Systems make Industry 4.0 possible and the smart factory a reality. As a result of the support of smart machines that keep getting smarter as they get access to more data, our factories are becoming more efficient, productive and less wasteful. Ultimately, it’s the network of these machines that are digitally connected with one another and create and share information that results in the true power of Industry 4.0.

  Industry 4.0 epitomises the growing trend towards automation and data exchange in technology and processes within the manufacturing industry allowing for automated and autonomous manufacturing with joined-up systems that can cooperate with each other. This automation includes interconnectivity between processes, information transparency and technical assistance for decentralised decisions.

  This approach will help solve problems and track processes, while also increasing productivity and leaving a kinder footprint on the environment.
  Under the fleecy guise of AI: the Internet of Things (industrial or otherwise), cobots, big data, predictive analysis and digital twins are complicated tools that will bring lucidity, efficiency and profitability back to the manufacturing sector for those that embrace the future.

  A smorgasbord of high-tech products already exist competing in a noisy marketplace that leaves paralysis in its wake with the ever-increasing complexity of choice leaving even the most ardent engineers struggling to know where to start in their revolution.

  When we first engage with new Customers, who we call Partners, we explain the Industry 4.0 layer cake. Starting from the base of the cake, you need to consider whether your existing infrastructure can handle a fundamental change.

  
  IMIG AI Industry 4.0 approach

  No one wants a soggy bottom

  The connections between people, things (machines in this example) and data are going to increase in volume, frequency and complexity. Do you have the resilience, mobility and governance that this will require? Getting this right can be expensive and time-consuming but under-investing here will impact your ability to revolutionise your systems and culture – they need to be sitting on rock, not sand.

  In baking terms, the base of the cake needs to be firm and dependable to stop the middle collapsing.

  Augment rather than re-invent

  The middle of the cake is a layer of interconnected systems that provide essential functions to the business and operational processes. If it helps, imagine it’s a layer of rich honeycomb.

  Systems are fairly ubiquitous and an entire software industry exists to create glue and cohesion between them. In my experience, replacing operational or business support systems are never the solution regardless of how tempting it may be. Augmenting in a lean and rapid way is more likely to be successful and will get you results far quicker. Use your existing systems as data stores and build new functionality over the top.

  How will your systems cope with increased data, interactions and needs? We already work with some fantastic systems partners like Tulip Interfaces and Replan that deliver frontline and capacity planning tools over the top of your existing systems and infrastructure and both can get results fast with little investment. How will your people adapt to new skill needs and faster response times?

  Unity at scale

  Lastly, it’s important to get to grips with the data you will create. First, do not under-estimate the volume you will generate. Secondly, if you invested in your infrastructure then using cloud-based systems will pay you dividends. If you didn’t, expect your Total Cost of Ownership to increase exponentially.

  With more data comes greater responsibility and if you aren’t actively managing your risks then you are setting yourself up for failure. To get the most from AI-based technologies, you need data – and lots of it – existing within the same unified namespace. You will also be exposed to a greater risk through corruption, loss or theft. Treat your data as one of your most valuable assets. It’s the source you need to accurately train your future systems.

  The magic ingredient

  Culture is not the icing on top of the cake, it’s probably the most important layer. It’s both the creamy filling between and well as on top of the cake. If systems and infrastructure are about smart choices and robust implementation then culture is about the heart of your organisation and how that permeates your manufacturing process. Without this, your finished product could end up being dry and tasteless and not the culinary experience you first envisaged.

  Consider culture in terms of people, things and data. Culture for people seems obvious but I always advocate what I like to call democratisation of things and data. By visualising shop floor processes you create buy-in from people. Remember, change is scary and people feel threatened, particularly from losing their jobs to AI or robots.

  Democratising data gives people ownership and creates a more realistic bond between “man and machine”.

  Cobots, robots that work semi-autonomously but stewarded by partners, not operators, will come to dominate manufacturing lines. This co-ownership of a process is a more efficient relationship with stewardship being the human role.

  In this way, developing a culture of acceptance and stewardship is the focus you need to pull technological change right the way through the stack to the people that will come to value it the most.

  Teaching old dogs new tricks with AI

  A well-functioning organisation will be driven by data and again, culture plays an important part. This is less about numerical accuracy and more about visual literacy. To give you an example, visualising machine cycle times is more effective using colours than numerical data. The knowledge gap needs to be radically challenged and improved. I believe that AI will assist in this by enabling complex data to be immediately understood and acted upon by non-technical staff, tapping in to the decade of latent wisdom and experience existing within the workforce without needing to upskill.

  Getting the right ingredients

  Finally, it’s worth noting that Industry 4.0 will be a new target operating model for your business with its roots in digital transformation. There are plenty of lessons that have already been learnt in driving transformational change so you don’t need to feel isolated and without help.

  The reality is that you either have the skills in your organisation that need leading and mentoring in the right way or, you need to invest in training or recruitment. Getting the ingredients right, a heady blend of people, things and data, is probably the easy part. Developing the recipe and getting temperature and timing correct is probably more challenging.

  My best advice is to find a partner to guide you on this so you can focus on providing the leadership and insight you need to succeed. Find out more about our Digitalisation and Industry 4.0 services.

• Steering back on track: A “What If” Turnaround Case Study…

  DISCLAIMER

  While the historical challenges faced by this company are based on actual events, the proposed solutions and results are hypothetical and intended for illustrative purposes only. The success of any operational business turnaround depends on various factors, and actual results may differ. Readers are advised to consult professionals before making business decisions.

  CASE STUDY BACKGROUND

  Saab Automobile, a Swedish car manufacturer, was founded in 1945 as a division of Saab AB, an aerospace and defence company. Known for its innovative designs and focus on safety, Saab was a respected name in the automotive industry. However, by 2011, the company was facing bankruptcy.

  Saab’s downfall can be traced back to a series of ownership changes and financial difficulties. After being acquired by General Motors in 2000, Saab struggled to maintain its unique brand identity while integrating into GM’s global platform. The 2008 financial crisis further exacerbated Saab’s problems, leading to its sale to Spyker Cars in 2010. Despite efforts to revive the brand, Saab filed for bankruptcy in 2011.

  CHALLENGES

  Our hypothetical diagnosis identified several key challenges that contributed to Saab’s demise:

  • Brand Dilution: Under GM’s ownership, Saab’s unique brand identity was diluted, leading to a loss of customer loyalty.
  • Financial Difficulties: Saab was burdened with high levels of debt, which limited its ability to invest in new product development.
  • Market Competition: Saab struggled to compete in a highly competitive global automotive market, particularly against luxury car manufacturers.

  SOLUTIONS

  Our hypothetical operational turnaround solution for Saab Automobile was a comprehensive and meticulously planned approach that addressed the company’s challenges and set the stage for sustainable success. Here are the detailed steps we took:

  Brand Revitalisation:

  • Conducted market research and customer surveys to understand the perception of the Saab brand and identify key areas for improvement.
  • Developed a brand strategy that emphasised Saab’s unique heritage of innovation, Scandinavian design, and commitment to safety.
  • Launched a comprehensive marketing campaign to reposition Saab as a premium and distinctive brand, targeting key customer segments.
  • Collaborated with renowned designers to create visually striking and technologically advanced vehicle models that captured the essence of Saab’s brand identity.

• Supplier Diversity: Driving Inclusion in the Supply Chain

  Supplier diversity is like adding a variety of spices to your favourite dish—it enhances the flavour, or in this case, the performance and sustainability of your supply chain. Embracing supplier diversity means widening your network to include businesses owned by underrepresented groups, such as women, ethnic minorities, veterans, and persons with disabilities.

  So, how can we drive inclusion within our supply chains? Here are ten innovative strategies to help you encourage supplier diversity and boost your business growth:

  1. Establish a Supplier Diversity Programme

  The first step towards an inclusive supply chain is setting up a supplier diversity programme. This initiative will help guide your procurement process and serve as a framework for achieving diversity goals.

  2. Source Locally

  By sourcing from local, small and minority-owned businesses, you not only bolster your supply chain resilience but also contribute to the local economy.

  3. Engage with Diversity Councils

  Participation in diversity councils or similar bodies can help you connect with diverse suppliers and gain insights on best practices.

  4. Set Clear Diversity Targets

  Just like in any business strategy, setting clear, measurable goals for supplier diversity can help track progress and ensure accountability.

  5. Educate Your Procurement Team

  Your procurement team is the frontline of your supplier diversity programme. Training them on the importance and benefits of diverse sourcing is essential.

  6. Communicate the Benefits to Stakeholders

  By effectively communicating the benefits of supplier diversity to stakeholders, you can garner support and push for necessary resources and changes.

  7. Adopt a Tiered Approach

  Engage with your tier 1 suppliers to encourage them to adopt similar diversity policies, extending the initiative through the supply chain tiers.

  8. Leverage Technology

  Use procurement platforms and tools that can help identify and manage relationships with diverse suppliers.

  9. Conduct Regular Audits

  Regular audits ensure that the goals set for diversity are being met and highlight areas that need improvement.

  10. Celebrate Success

  Recognise and celebrate the success of your supplier diversity programme. This will foster motivation and further support for the initiative.

  We’d love to hear your thoughts or queries about supplier diversity, so feel free to leave a comment below. If there’s a topic you’d like us to explore in future posts, do let us know!