Diversification "out of the box" - Roland Berger

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The resources, processes, and culture of the center need to bedefined based on the model and selected roleOperatorStrategic controller Strategic architectPortfolio investorRESOURCES> Large center> Important role ofthe center> Small center> Minimum role ofthe center neededPROCESSESAND INTER-FACES> Total integration ofprocesses andsystems> Only basicreporting systemsCULTURE> Maximumoperativeefficiencyi> ROIC> Basic perfor-mance alignments> Operative efficiencyand maximumpotential ti of synergiesand integration> High strategic directionand goalsClientCo?Source: Roland Berger42
BACKUPResources needed at the center are a direct function of themodel and role of the center> USD 36 bn annual revenues > USD 7 bn annual revenues > USD 18 bn annual revenues> Holding company with activities inelectronics, fire & safety, medicalsupplies, communication systemsand commercial finance. 6 divisions(historically)> Center heavily involved in financialcontrol and corporate governance> Mass retail product manufacturer.20 divisions> Center involved in strategicplanning, IT services and transfer ofcore competencies> Consumer electronicsmanufacturer. 5 divisions> Center heavily involved in coordi-nating R&D, sharing of technologyand product developmentPORTFOLIO INVESTOR MODEL STRATEGIC CONTROL MODEL OPERATOR MODELEmployees/H Q staff: 4,850 Employees/H Q staff: 130 Employees/H Q staff: 33Revenue/HQ staff: USD 720 m Revenue/HQ staff: USD 18 m Revenue/HQ staff: USD 12 mSource: Roland Berger43
Page 1 and 2: Diversification "out of the box"Mun
Page 3 and 4: A. OUR APPROACH -A structured conce
Page 5 and 6: Our modular approach consists of fo
Page 9 and 10: 1.1A proper bottom-up portfolio seg
Page 11 and 12: 1.1BACKUPWrong business definition
Page 13 and 14: 1.3 EXAMPLEThe definition of core b
Page 15 and 16: 1.4ILLUSTRATIVEPortfolio options sh
Page 17 and 18: 1.4ILLUSTRATIVETop-down targets for
Page 21 and 22: 2.1BACKUPThe portfolio logic need t
Page 23 and 24: 2.2ILLUSTRATIVEThe arithmetic for v
Page 25 and 26: 2.2EXAMPLE"Underperformer" business
Page 27 and 28: 2.3RELATED DIVERSIFICATIONIdentifyi
Page 29 and 30: 2.3RELATED DIVERSIFICATIONOdds of s
Page 31 and 32: 2.3RELATED DIVERSIFICATIONIdentifie
Page 33 and 34: 2.3RELATED DIVERSIFICATIONIndicator
Page 35 and 36: 2.3UNRELATED DIVERSIFICATIONConglom
Page 37 and 38: The ability of the holding to contr
Page 39 and 40: Successful organizations design a c
Page 41: … that vary by the adopted modelO
Page 45 and 46: ILLUSTRATIVEThe role of the corpora
Page 47 and 48: EXAMPLEAustralian conglomerate Wesf
Page 49 and 50: E. ROLAND BERGER - Our experienceRo
Page 51 and 52: Excellence in strategy consultancy
Page 53 and 54: Our expertsHauke MojePartnerFlorian

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