SHOES AND TEXTILE
ORGANIZATIONAL AND OPERATIONAL PLANNING TO DUPLICATE A WELL SUCCEEDING COMPANY, AT CEO’S INITIATIVE.
DEMAND: One of the largest companies in the textile, footwear and sports sector, publicly traded, in excellent condition, decided to double its size. The question that arose was to define what actions and changes should be implemented to provide this leap while maintaining success.
SOLUTION: The Orchestra™ - Soluções Empresariais team, after a deep and detailed analysis and evaluation of the company's organizational and operational structure in its industrial, commercial, financial, systems, human, strategic, decision-making and competitive aspects, designed a composite action plan essentially of the following measures: closing of two factories, with the transfer of its activities; centralization of 3 research and development centers; acquisition of the main competitor in Brazil; expansion of exports, from the acquisition of one indicated international sports brand; organizational restructuring with the change of some leaders.
OUTCOME: All of these actions were implemented and the company reached its goal of duplication in 6 years and continues to expand.
INDUSTRIAL GASES, MINING AND CHEMICAL
M&A, FOLLOWED BY RESTRUCTURING FOR EXPANSION, THROUGH INTERIM MANAGEMENT, AT SHAREHOLDERS’ INITIATIVE
DEMAND: In view of the success of its Brazilian subsidiary, a major American conglomerate decided to rapidly expand the local operation, which could only be achieved through diversification, due to CADE's competitive restrictions. Concomitantly, the local operation needed to undergo a reengineering process to modernize and streamline processes and culture in the face of expansion.
SOLUTION: The initial work of Orchestra™ - Soluções Empresariais was M&A, conducting the search, evaluation and negotiation of investment opportunities, which resulted in the acquisition of 4 companies. In sequence, our professionals took over the interim management of the acquired companies to restructure them before the effective operational incorporation. In parallel, our team structured and conducted the process of reengineering and restructuring the Brazilian subsidiary and its 22 industrial units, including appraising, relocating and hiring executives, all concomitant with the interim assumption of the group's COO position, transformed into an operational holding company, with three divisions.
OUTCOME: In two years, the matrix's objectives were fully achieved. The turnover of the Brazilian unit, now certified by ISO 9000, grew by 40% and profits by 45%, making it the most profitable in the Group, internationally, representing almost 50% of its worldwide results.