PAGE 1 MANUFACTURING ? STRATEGIC PORTFOLIO MANAGEMENT Transformational results for subsidiary of global manufacturer Client background In 2005 a UK subsidiary of a major global corporation had experienced 7 years of declining revenue and margins. The newly appointed Managing Director recognised there needed to be a fresh approach to re-establish profitable growth. The organisation, made up of a number of diverse business units with a combined revenue of $800M, was undergoing a transition from a division-led to market-led business model. During this period the US head office introduced a cap on headcount and investments which was seen as a key factor in constraining potential growth. Client challenge With hundreds of existing change initiatives already underway

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