Assessing Future Trends and Scenarios at an FMCG company

Challenge

Decentralized strategy development led to an isolated, short-term perspective on the future and misinterpretation of trends

The corporate group identified the need to evaluate portfolio allocation decisions and to review the business strategies and budgets of various business units.

Approach

Established a strategic program - The engagement was meant as a starting point for establishing an ongoing strategic dialogue and a regular strategic foresight program

Researched - Cognitive Strategists used a structured process to synthesize perspectives from think tanks, leading university researchers, experts in relevant fields, market research, and publications

Assessed potential impact - Assessed potential impact on customer segments, business strategy, technology strategy, innovation, risk management, geographic and regional positioning, and business portfolio investments

Shortlisted companies suitable to the client - Based on a multi-level filtration process, created a short list of companies suitable to the client

Key Milestones

Perspective on the future - Our client obtained a more discriminating perspective on the future, avoiding short-sightedness and internal group-think by taking a more outside-in view of the business

Horizon expansion - Company’s planning horizon expanded with a contingency planning system in place

Framework and forward-thinking culture - Today, the company has a framework and forward-thinking culture capable of managing in a world of change and discontinuities