A particularly challenging task was presented to us by a manufacturer of dental technology products operating worldwide: Despite decades of market leadership, the company was experiencing strong competitive pressure from new, agile competitors. Our task was to find ways of gearing the organisation to react more quickly to market changes.
Our analysis of the organisation showed that product management and sales did not work closely together and that product management was more product-oriented than market-oriented.
Implementation of project.
A new vision and working method for product management was defined in close cooperation with product management and the company’s top management and various interest groups: Product Management was positioned as ‘CEO for the company’s products’. During a phase lasting several months, the new working methods were implemented – accompanied by cross-functional workshops and integration into the daily work routine.
As a result of the process, the company was able to increase market share – despite challenging environmental conditions – and to react much faster to short-term activities of competitors as well as market changes in product development.