Growth Strategy for a Global Industrial Firm

The Challenge

The client was a global industrial manufacturer whose largest markets—mature Western economies—had slowed to low single-digit growth, while the ground under global trade was shifting beneath it. Nearshoring was redrawing supply maps: for the first time in decades, more goods flowed into the US from Mexico than from China, and demand was concentrating in fast-growing economies where the firm held only a token presence. Leadership was spread thin across dozens of segments and geographies—funding a little of everything and winning decisively at almost nothing. They needed to choose where to play, and commit.

Our Approach

• Customer and competitor analysis
• Market sizing and attractiveness model
• Portfolio choices and priority sequencing
• Leadership alignment workshops