Context

A leading private equity firm had acquired various companies, assembling them under one umbrella to create a group leader in its category. Initially, this assembly resembled a mere juxtaposition of participations, lacking clear organizational structure and synergy. Our task was to rationalize this structure and organize the companies so that each had a clear and complementary role within the group.

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Approach

We led a “swimlane exercise”, orchestrating a structured brand portfolio reorganization through strategic workshops with PE stakeholders and the leadership teams of the acquired companies. This method focused on restructuring the brand architecture to enhance clarity and promote operational synergies.

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