Streamlining a multimillion dollar business

When one organization is made up of five companies in various parts of the world, doing business as one can be challenging.


After years of operating as five separate units, a major corporation was advised by their global management agency to streamline their operations and create one headline company.  In order to find the right person to lead this challenging task, they went to market and asked performance consultants to pitch for the business. BSI Professional Services proposed the most appropriate solution and so the work began.

The problem

In order to streamline five different identities and create one headline company, every individual unit had to start working collaboratively to achieve the desired growth rate. This meant senior directors and employees at all levels needed to understand how to make such a drastic change work. 

The solution

The first step was to agree with the Board – comprising the CEO, Managing Directors from all five companies and Global Finance Director – that senior levels within the organization had to fully understand the new ‘collaborative vision’. This then had to be communicated throughout the organization to start cultivating new collaborative ways of working.

The plan was set in motion through a series of global programmes designed and implemented in the US and across Europe. Each programme enabled leaders and managers to identify how they would work with and serve their internal and external customers, and use their resources cross functionally.

BSI worked closely with senior managers and directors to make sure the new vision was aligned throughout the business. By hosting facilitated meetings as well as coaching and mentoring sessions, buy-in was achieved at all levels and change champions were suitably equipped to help implement and embed the new practices within the agreed time frames.

The results

Because employees at all levels were included in creating and driving the new initiative with a clear sense of purpose and identity, internally the change process was more readily accepted. This meant the silo mentality of the previous companies was eliminated and employees had a better understanding of how to engage with their colleagues from different backgrounds as a unified company. Non-conformances were minimised, the workflow was better maintained and margin significantly improved through cost-saving initiatives recommended by employees. Externally, the media and clients welcomed the organization’s new identity and commented on the new streamlined ways of working as a significant improvement to client relationship management.