Current Situation
The organization was experiencing systemic underperformance across almost all operational areas, primarily due to its inability to evolve its management model while transitioning from an inflation-driven Greek market into a prolonged economic downturn. The operating model was fragmented, with siloed, autonomous teams structured around individual principal representations, resulting in minimal cross-functional collaboration and a weak collective culture. Commercial strategy, along with marketing and sales processes and the distribution setup, lacked strategic alignment and operational coherence. Key financial metrics and commercial performance indicators demonstrated significant deficiencies and required immediate corrective action. Furthermore, the company’s market positioning and reputation were adversely affected, mainly due to recurring failures to meet contractual and service commitments toward customers. The engagement commenced in late 2014, against the backdrop of an exceptionally adverse Greek macroeconomic environment, immediately preceding the introduction of capital controls.
Problem Solving plan
- Conducted immediate, in-depth interviews with the entire workforce to assess capabilities, roles, and organizational dynamics.
- Established direct, on-site engagement with all business partners to align expectations and rebuild trust.
- Gained a thorough understanding of the existing commercial model and assessed the ownership’s investment capacity and risk appetite.
- Performed market research to support the transition to a revised business and operating model.
- Evaluated all employees with the objective of defining individual development paths and ensuring clear role accountability.
- Implemented a comprehensive workforce restructuring: approximately 40% of personnel were replaced, 20% were reassigned to different roles, and 20% assumed expanded responsibilities.
- Redesigned the company’s management and governance structure.
- Implemented an integrated ERP system to enable end-to-end digital operational management.
- Transitioned the company to a sales-network–driven business model.
- Introduced standardized, documented operating procedures across all functions and management levels.
- Achieved immediate and measurable reductions in operating costs.
Statistics
Results
- Delivered a significant uplift in performance, with sales doubling within the first two years.
- Reduced operating costs by approximately 50%.
- Improved overall employee morale, despite extensive organizational change and workforce mobility.
- Successfully transformed the corporate culture, aligning it with multinational best-practice standards.
- The new commercial model was implemented with full success and strong market acceptance.
- Established a clear strategic vision and a structured growth plan to support the company’s long-term development.