1. Confirmatory diligence and strategy translation

The transition from assessing an investment to executing the value-creation plans can be challenging. Confirming the opportunities and value identified is usually the first step, further detailing the management hypothesis and expanding on the opportunities.

Then, making sure corporate strategy is aligned with the outcomes of the commercial diligence, we translate the results into a high-level transformation strategy.

2. Quick wins

Based on the outcomes of the commercial diligence, we prioritize the commercial levers to address across the market, customers, competitive positioning, go-to-market, pricing, and business plan. Based on our commercial diligence findings, we identify and prioritize the key value drivers across market dynamics, customer needs, competitive positioning, go-to-market strategy, pricing models, and business planning.

Prioritizing the commercial levers that are relevant to the situation with the highest-value impact allows us to confirm and deliver quick wins for immediate performance improvement along with a value-creation concept, defining the action steps and responsibilities for the organization to take to capture value. By focusing on the highest-impact initiatives, we can deliver quick wins for immediate performance improvement while developing a comprehensive value creation strategy. This approach defines clear action steps and responsibilities for your organization to capture sustainable value.

3. Value creation plan

Once the transformation strategy is set, we work hand in hand with the organization’s management to plan for sustained top-line improvements by developing a 100-day/one-year/five-year commercial strategy and value-creation plan, underpinned by a robust commercial operating model.

We define the commercial strategy and future-state commercial operating model and set clear and detailed value levers with their corresponding initiatives and practicable implementation plans to capture value.

To start, we develop an understanding of the underlying market and customer trends and disruptions to define your “why” for a commercial transformation.

We continue by segmenting customers and deriving strategic implications on pricing, product solutions, service offering, commercial operating model, and customer engagement model across the organization.

Finally, we address opportunities on pricing and revenue management via our extensive toolkit and thereby enable topline growth.

4. Implementation and transformation

At Kearney, we understand plans are of no value unless the implementation goes as expected, which is why we partner with the functional teams to deliver on the milestone.

During the transformation, we set up consistent and digital PMO tracking along with proven reporting tools and processes for the entire program and each workstream to capture the most value.

We make sure teams work toward a common goal and deliver the expected value, and we gradually hand over the transition plan to ensure leadership is accountable and remains in the driving seat of the transformation.