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    Case Study

    Coesia (B): The strategic enabler model

    By Goutam Challagalla and Valerie Keller-Birrer
    16 pages
    April 2019
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    Reference: IMD-7-1992

    Despite initial skepticism throughout the company, by 2015 Coesia had achieved its “Ambition 2015” by exceeding the revenue goal of €1.5 billion. The company had created legitimate diversification beyond the tobacco industry, while at the same time significantly strengthening its competitive position in tobacco machinery. All the evidence suggested that Coesia’s transformation had been a success. In mid-2016 a new goal, “Ambition 2020,” was set with the aim of further doubling the 2015 business. The group had made the crucial choice of adopting an operating model that was referred to as the “strategic enabler” model. The enabler model ensured that the individual companies had significant autonomy and P&L responsibility. Functions such as HR, R&D, marketing and finance were created at group level to support the individual companies. A regional structure was added to enable the companies to access global markets. A Coesia identity and culture was also emerging. By the end of 2018, the group had expanded from 12 companies in 2010 to 21. The dramatic increase in size – both in terms of revenue and number of companies – brought new opportunities, challenges and dilemmas. The enabler model had delivered successful results, but the leadership team was reflecting on what, if any, changes were needed to make it scalable and efficient for a larger group.

    Learning Objective
    • Case builds on the learning from Case A and discusses the strength and weaknesses of the different operating models and organization structures with focus on large global companies. Participants will be asked to compare the various organization structure
    Keywords
    Strategy, Transformation, Operating System, Business Model, Corporate Structure
    Settings
    Italy
    Coesia, Manufacturing, Machinery, Manufacturing, Packaging and Containers
    2002 - 2018
    Type
    Field Research
    Copyright
    © 2019
    Available Languages
    English
    Related material
    Teaching note
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    This case study is part of a series
    • Coesia (A): Choosing an operating model to support its transformation journey
    • Coesia (B): The strategic enabler model
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    This case study is part of a series
    • Coesia (A): Choosing an operating model to support its transformation journey
    • Coesia (B): The strategic enabler model
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    Coesia (A): Choosing an operating model to support its transformation journey
    By Goutam Challagalla and Valerie Keller-Birrer
    Case reference: IMD-7-1991 ©2019
    Summary
    Coesia was a privately owned group of industrial companies based in Bologna, Italy. The group went through a two-phase transformation journey when ...
    Read more
    Reference IMD-7-1991
    Copyright ©2019
    Copyright owner IMD Copyright
    Organization Coesia
    Industry Manufacturing, Machinery;Manufacturing, Packaging and Containers
    Available Languages English
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    Coesia (B): The strategic enabler model
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    Copyright ©2024
    Copyright owner IMD Copyright
    Organization Daikin Industries
    Industry Consumer Goods, Home Appliances
    Available Languages English
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    Reference IMD-7-2620
    Copyright ©2024
    Copyright owner IMD Copyright
    Organization Daikin Industries
    Industry Consumer Goods, Home Appliances
    Available Languages English
    Contact

    Research Information & Knowledge Hub for additional information on IMD publications

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    Case reference: IMD-7-2618, © 2024
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    Summary
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    Summary
    How quick thinking, strategic choices, and trust in the team kept one of the world’s most iconic landmarks from destruction – lessons every leader can apply in times of crisis.
    Read more
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    Research Information & Knowledge Hub for additional information on IMD publications

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