Regaining a commercially sustainable future

Download the article to read all the content on which this summary is based.

The African business of a Fortune 500 manufacturer and retail company had been experiencing stagnating revenues, brand erosion, declining market share, very high conversion costs, operational instability and low levels of employee engagement. After the African business was placed under management of a new CEO, EY co-developed a three-phased approach to turn the business around.

A new sales and operations planning process linked the company’s strategy to tactical planning and operational execution.

Read the full article to find out how this was done through a series of visually-facilitated workshop, using design thinking and accessing leading insights from around the world.

Read the full article here.


The article was written by:

  • Wim Hoogedeure
    Partner, Advisory — Performance Improvement, Supply Chain & Operations, Ernst & Young Services (Pty) Ltd, Africa
EY refers to one or more of the member firms of Ernst & Young Global Limited (EYG), a UK private company limited by guarantee. EYG is the principal governance entity of the global EY organization and does not provide any service to clients. Services are provided by EYG member firms. Each of EYG and its member firms is a separate legal entity and has no liability for another such entity's acts or omissions. Certain content on this site may have been prepared by one or more EYG member firms