Solved Cases:

Business Reorganization as a Group Value Enhancer

Changes in asset handling that significantly affect the value of the group


A group of companies that are successfully engaged in the production of low-value products, gradually overgrown with a variety of diverse assets, often non-core. At the beginning of the project, the portfolio consisted of several dozen assets, the management of which was almost unstructured. In accordance with the shareholders' vision, two main tasks were formulated:

  1. Define corporate strategy and structure group assets
  2. Develop a group management structure for the subsequent transfer of the main management functions to management


The analysis of the current portfolio and identification of market trends in relevant industries allowed to construct hypotheses about the future of each asset. By analyzing the asset portfolio, its composition, structure and inter-industry relationships, it became possible to identify potential growth points in their value.

Performing a general business diagnostics allowed to objectively display the situation in the group and clearly see gaps and weaknesses. The grouping of portfolio assets required the identification of potential business units, their future boundaries and areas of responsibility.

To select an optimal group management model, it was important to formulate long-term goals and hypotheses about its future state, define core competencies and management potential.


Based on the analysis, recommendations were made for each asset. The structure of the business units has been determined. Based on the results of several strategic sessions, a vision and long-term goals were formulated, a list of initiatives, requirements for the role and structure of the corporate center were determined. On their basis, the functional structure and model of management interactions and organizational structure were developed. In order to link the strategy to the operations, as well as to further control the group's activities, a map of indicators for the top management level was defined. The methodology was based on a balanced scorecard.


The group of companies was reorganized in accordance with the developed plan. As a result, part of the assets was withdrawn from the group, the other (most) part was organized into business units, each of which was focused on certain markets and had its own strategy. In the long run, this strengthened the market position of each business unit individually and increased the value of the group.