SCENARIO
The automotive industry is facing a fast, disruptive decade. Breakthrough IOT will reshape how we buy and drive cars. That’s the new era of smart, green cars. The traditional auto value chain is under threat as new tech players are challenging incumbent OEMs and large dealers. Winners will be able to streamline operations, develop new capabilities, integrate digital technologies and foster productive ecosystems.  

CHALLENGE
One global auto company located in LATAM was facing high cost pressure—often due to direct costs and inefficient processes—to innovate and launch new cars. The company was also losing market share in different segments. Moreover, its manufacturing plants were losing competitiveness compared to plants in low-cost countries.    

SOLUTION
BMI provided unique insights and expertise related to market dynamics and success factors required for manufacturing excellence. In addition, we had on-the-ground experts who carefully evaluated all required steps to launch a new vehicle. We then implemented our product development excellence program and supply-chain analysis with focus on design, development, and production of vehicles, working side-by-side with multifunctional teams to generate powerful insights about cost budgeting, manufacturing management and product innovation.  
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IMPACT
The global auto company refined its processes, better integrating design, development, manufacturing and sales execution. The company was able to ensure more flexible and efficient production lines. Time for launching new cars was reduced. The optimization of support functions was also critical to meeting both budgetary and performance targets.

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SCENARIO
The retail banking industry faces disruptive challenges. It is under ongoing margin pressure as well as fierce competition from non-traditional players. Regulatory oversight will continue to tighten, increasing capital requirements and reducing profitability. Retail banks must urgently pursue digital transformation of their traditional brick-and-mortar, product push approach. They must develop digital capabilities that radically simplify their operations while dramatically improving customer experience through greater efficiency, quality and personalized offerings.

CHALLENGE
A global Top 50 financial institution needed to be more proactive, agile and precise in targeting and engaging customers. The bank was seeking a better balance between the need to reduce retail distribution costs and the opportunity to increase share of wallet and customer satisfaction with affluent and corporate customers. The challenge was to implement a new retail strategy for 4,000+ branches and to create a wholesale banking approach to retain premier corporate clients.    

SOLUTION
BMI developed a holistic view of how to integrate distribution, talent management, product development and back office, using our proprietary methodology PACTO© to achieve significantly higher sales and financial performance. We designed an organizational structure for new corporate banking services focused on corporate clients. We also created tools and dashboards to revamp sales execution for retail banking. We evaluated several service delivery models across channels, identified opportunities to create better customers experiences, and transformed enhanced experience into economic value, brand awareness and consumer loyalty.    

IMPACT
The bank achieved revenue growth by improving the productivity of their consultative sales forces and increasing customer satisfaction. The retail bank developed distinctive capabilities in sales management, optimizing the roles of back office and front-line managers. The corporate bank rapidly evolved to fight for market leadership in corporate commercial banking, investment banking and asset management.

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SCENARIO
Headlines may focus on volatile energy prices, but downstream companies are dealing with restructuring, deregulation and corporate consolidation. At a fundamental level, population and economic growth as well as energy efficiency improvements are the key influencers of energy demand. Companies focusing on long-term downstream retail strategies should improve operational efficiency, reduce costs, and protect revenues and margins by diversifying and scaling beyond traditional gas stations.  

CHALLENGE
One of the largest conglomerate in Latin America, mainly focused on oil & gas, needed to define new strategic horizons and develop new organizational capabilities. A new parent company design was required to manage five different business units with significant opportunities for organic growth, M&A and operational synergies. The challenge was to implement a new business model supported by a deep analysis of cultural and operational gaps. The company also required Board advising and leadership development.

SOLUTION
BMI developed a comprehensive business model by integrating corporate purpose, strategic directions, cultural attributes, operational pillars and organizational core competences. We implemented our proprietary methodologies VASE© and JOTA© to support their holistic transformation roadmap addressing functional and dysfunctional collective behaviors. We also implemented our worldwide known methodology ELOS© to develop 600+ leaders from all business units and corporate centers in different regions.  

IMPACT
The company increased market cap and profitability, bettering their global peers. Moreover, the company was able to successfully implement an aggressive M&A and joint-venture strategy in many regions. The company developed new organizational capabilities in management performance, process optimization, talent management and digital innovation. The company successfully redesigned its business units to address new strategic goals, and it implemented consistent leadership pipelines for different functions and regions.

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SCENARIO
The traditional pharma approach based on mass-media ads, sales forces, permanent access to physicians, and relatively uninformed patients is falling apart. New set of behaviors are already changing pharmaceutical companies: individuals are now starting to control their own health treatments; clinical environment is now focusing on treatment support; patients’ brand loyalty is decreasing as cost consciousness rises; pharma companies are gradually losing control over their own brands in social media. In particular, pharma companies are failing to connect with potential patients in early stages of diseases, when they are still looking for information about symptoms. Lastly, generic and biosimilar drugs are eroding profit margins.    

CHALLENGE
One big global pharma company, after an aggressive M&A strategy for nearly one decade, needed to refine sales and operational planning, product portfolio management, corporate governance, internal controls and talent management. Top management was evaluating how can operations and sales be better aligned with global business strategy and drive performance for each region and business unit. The company was already understanding that a patient journey perspective was critical to redesign processes, people and controls.    

SOLUTION
BMI developed a comprehensive business model by integrating corporate purpose, strategic directions, cultural attributes, operational pillars and core organizational competences. We implemented our proprietary methodologies VASE© and JOTA© to support their extensive transformation roadmap. We also implemented our worldwide known methodology ELOS© to develop leaders from all business units and corporate functions. We were engaged with CEO advisory and team building for the executive committee.  

IMPACT
C-Suite embraced a collaborative culture and challenged barriers that were preventing higher cooperation and integration between corporate functions and business units. The company was able to better connect internal and external network components with resources across the value chain to deliver high quality and service at appropriate cost. The company improved its operational excellence. The company reinvented its business model by developing nontraditional capabilities and embedding them in product launching platforms and new sales and operations planning. The company also better integrated market access, communication, government affairs and regulation to improve stakeholder management.

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SCENARIO
Facing growing global population in emerging markets, during the next 40 years, agribusiness will need to generate outputs equivalent to its total production over the last 10,000. Agricultural productivity will eventually leverage digital technologies. Nevertheless, climate change and environmental regulation are accelerating the level of uncertainty and volatility in the sector. Trading companies, equipment manufacturers and chemical companies are now competing and shaping the digital landscape for farmers in different regions. Government bodies are also defining national policies to meet the increasing global demand for food, fuel, and fiber, while balancing economic and environmental realities.    

CHALLENGE
One global chemical conglomerate, after divesting some commodity product lines and consolidating a global footprint in leading agriculture specialties, needed to redesign their operational model, embrace new technologies and leverage cultural capabilities. The challenge was to increase efficiency and cut costs, mitigate impacts of government regulation, improve market access and build organizational capabilities to support new strategies. The top management team also required new ground rules to adjust organizational strengths to new megatrends and uncertain outlook along the value chain.

SOLUTION
We implemented our proprietary methodologies VASE© and JOTA© to improve visibility, cross-functional trust, and communication across business units, shared services and corporate platform. Our consulting approach focused resources and capital on bottom-up insights, integrated sales & operations planning, customer-oriented market segmentation, strategic alliances through the agricultural value chain and market share improvement. We also implemented our worldwide known methodology ELOS© to develop leaders from all business units and corporate functions. We provided CEO advising and team building for the executive committee.    

IMPACT
The company embraced new core values around trust, collaboration, innovation, courage and customer focus. A new corporate strategy identified strengths, weaknesses, opportunities, and threats for each business unit and then used that information to develop a cohesive operational plan. Project management was optimized in order to support new core capabilities required by the new operational model. The company also rapidly rebalanced core investments in farm management applications and genetically engineered crop protection solutions.

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SCENARIO
Retail is probably one of the most vibrant and dynamic sectors, facing instantaneous feedback from consumers every second, every day. Driven by price competition and market share consolidation, large retail companies operate across regions, channels, categories and models. While size and scope make cost efficiency possible , they also increase complexity and reduce speed. Still, many retailers lack clear promotional strategies to drive routine decisions. Plans are derived from “what we did last year” and not linked to strategic aspirations. Establishing the foundation for top-line growth requires corporate strategy design, new operational models and reliable technologies.    

CHALLENGE
One of the largest global tire & rubber companies needed to reshape sales and operational formats for both consumer and commercial segments. Our challenge was to develop new organizational capabilities to develop robust structures, drive a performance boost, renew distribution channels and support creation of compelling offerings based on customer service, assortment management, pricing and promotions. The company needed to create tangible value for resellers and shoppers by optimizing the marketing mix and improving supply chain management.

SOLUTION
BMI developed a pragmatic, step-by-step approach on how to integrate reseller operation, sales management, product development and corporate capabilities, using our proprietary methodology PACTO© to achieve significantly higher sales and financial performance. We engaged consumer and commercial resellers in a wide variety of strategic initiatives. We focused on a management dashboard encompassing customer service, product management, and supply chain, building robust sales and operations processes. We identified opportunities to create better experiences for clients and customers, and transformed enhanced experience into economic value, brand awareness and consumer loyalty. We aligned top teams to build capabilities throughout the organization.    

IMPACT
The company was able to build stronger strategic relationships with consumer and commercial resellers. Promotion planning was improved by better calendar coordination and systematic measurement of pricing and promotions mechanisms. The company successfully employed data analytics tools in partnership with resellers to improve sales efficiency, product management and customer service. Resellers improved processes and organizational capabilities to foster new insights and build new capabilities. Most important, resellers were able to upsell more sophisticated products and improve contribution margin on different lines of customer service.

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SCENARIO
Business fundamentals are so called because they can be applied in different times, places and contexts. Social sector organizations are increasingly adopting best business practices to strategically allocate scarce resources and create a positive impact in communities. Companies are also expected to join forces with social organizations—both public and private—to move beyond social and environmental issues. Private companies, industry associations, governments, philanthropic bodies, and nonprofit organizations are seeking to create links across sectors that enable relevant impact through positive collaboration and socially responsible practices.    

CHALLENGE
One leading and secular social organization in Brazil needed to integrate its traditional social unit and its recently incorporated cultural unit. The leadership team was looking for social innovation by bringing new business practices, refining existing operational models and deploying impactful tools to bear to solve some relevant social challenges around education, elderly care and cultural inclusion in one of the largest cities in Latin America. Finally, the board of directors was especially concerned with succession planning and corporate governance.    

SOLUTION
We implemented our proprietary methodologies VASE© and JOTA© to define a strategic roadmap and align organization and operating models to achieve the inspiring purpose of transforming people’s lives. The management team improved visibility, cross-functional trust and communication across its social and cultural units and corporate platform. We built alignment among management teams in order to better deal with integration challenges, leveraging synergies among social and cultural processes.    

IMPACT
To be measured.

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SCENARIO
The merchant payments industry remains a dynamic arena on a global landscape. Large technology companies and financial institutions are heavily investing in a new world of digital payments as well as spawning a host of new competitors for traditional players. Among key drivers of change will be digital payment solutions that can be used across different point-of-sale frameworks, instant payments, crypto currencies and blockchain technologies. Start-ups now can really be a threat to traditional acquirers and banks, due to their focus on less regulated transaction services, prominence of smartphones as a channel, and rapidly evolving customer expectations.    

CHALLENGE
One of the largest acquirer companies in the world needed to challenge its own traditional operating model in order to lead a new world of consumer digital payments, where highly connected people will interact with digitalized retailers based on ubiquitous connectivity, cloud computing, tokenization and IoT applications. The challenge was to increase operational efficiency, mitigate impacts of government regulation, spur new value propositions, consolidate corporate governance and build organizational capabilities to support new strategies. The top management team also required new ground rules to adjust organizational strengths to new megatrends and uncertain outlook along the value chain.    

SOLUTION
BMI developed a comprehensive business model by integrating corporate purpose, strategic directions, cultural attributes, operational pillars and core organizational competences. We applied our proprietary methodologies VASE© and JOTA© to support their extensive transformation roadmap. We implemented our proprietary methodology PACTO© to achieve significantly higher sales and financial performance by integrating product development, sales, operations and corporate capabilities. We also implemented our worldwide known methodology ELOS© to develop leaders from different companies and regions. In parallel, we provided CEO advising and team building for the executive committee.    

IMPACT
The leadership team embraced and sponsored new core values around customer focus and operational excellence. The company was able to build stronger strategic relationships with retailers and consumers. The sales team understood that a customer journey perspective was critical to redesign processes, teams and controls. Leaders reinvented the company business model by developing nontraditional capabilities and embedding them in product launching platforms and new sales and operations planning. The company also better integrated a go-to-market approach, communication, government affairs and regulation to improve stakeholder management. The company significantly improved market cap and return on capital.

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SCENARIO
Telecom operators face increasingly tough times as digitization revamps the industry landscape. In fact, digitization is challenging almost every aspect of the telecom value chain: omnichannel, e-health, digital industrial processes, customer experience. Operators use data analytics to reduce customer churn, make better marketing decisions, improve sales, and optimize network design. Competitive dynamics are changing as traditional fixed lines, voice and messaging services continue to shrink due to regulatory policies and to the social media paradigm. Yet many operators, mainly incumbent firms, struggle to deal with new customers’ expectations, often blaming rigid IT systems, structural fragmentation, cash pressures and bureaucratic decision-making processes.    

CHALLENGE
A global telecom titan needed to digitalize the company’s business model, strengthening leadership and internal competences, bundling their highly complex products and services, softening their rigid structures. The challenge was to increase efficiency and cut costs, mitigate impacts of government regulation, foster strategic partnerships, improve market access and build organizational capabilities to support new digital strategies. The top management team was also requiring new ground rules to adjust organizational strengths to new megatrends and uncertain outlook along the value chain.    

SOLUTION
BMI applied our proprietary methodologies VASE© and JOTA© to support their extensive transformation roadmap based on a comprehensive business model integrating corporate purpose, strategic directions, cultural attributes, operational pillars and core organizational competences. We also implemented our worldwide known methodology ELOS© to develop leaders from their different companies and regions. In parallel, we provided CEO advising and team building for the executive committee. We also coached leadership teams from network support and from the residential customers segment.    

IMPACT
The C-Suite embraced a collaborative culture and challenged barriers that were preventing higher cooperation and integration among corporate functions. The company is therefore better prepared to design effective organization models, build new capabilities and refine processes that create and sustain value. Corporate leaders are more focused on developing promising adjacent technologies, as well as integrated platform-based solutions. The company was also able to revamp its fixed line business unit, focusing on bundled offerings and minimized costs of service. Leaders started to leverage core infrastructure to develop new growth areas, such as TV and media, cloud services and mobile applications.

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