Big Ideas,
Real Impact.
Case 1
Food & Consumer Brands Group
Client Context
A large, multinational food company operating complex international processing facilities, retail outlets, and a portfolio of established consumer brands. The organisation was entering a new strategic phase requiring a fundamental reassessment of its operating model, cost base, leadership effectiveness, and long-term competitiveness.
The Challenge
Despite strong brands and scale, the organisation faced structural inefficiencies, rising costs, organisational complexity, traditional unionised culture, and misalignment between strategy, structure, and culture. Incremental change was insufficient; a decisive transformation was required.
PerformForce Engagement
PerformForce worked directly with the C-Suite to redesign the organisation around value creation. This included identifying which activities should be grown or fixed, outsourced or sold or ceased, and designing the organisation of the future with clear accountability and leadership differentiation.
Solution & Delivery
A 12-week action-driven transformation programme was executed alongside the C-Suite, empowering leaders to make and implement difficult decisions while reshaping culture and leadership behaviour. Specifically, a detailed change and communication plan was developed, delivered by management and monitored and coordinated by Performforce, ensuring that the staff and stakeholders were always in the loop and their real questions were answered in 24-hour cycles (this was integrated with the change process, analysed and prompted to drive movement from Denial to Anger to Bargaining to Depression and onto Acceptance.
Results
• One-third reduction in headcount while maintaining production and revenue
• €52 million in cost savings
• A simplified, growth-focused organisation and performance-led culture
Case 2
Consumer and Industrial Commodity Company
Client Context
A major international process industry organisation operating ageing, highly capital-intensive manufacturing plants across a global network that needed to use its available finance to pivot to higher value outputs.
The Challenge
Rising costs, energy intensity, and declining competitiveness required strategic clarity on which plants to invest in, close, or exit.
PerformForce Engagement
PerformForce assessed the global asset base through engineering, geographic, human performance, and cultural lenses, enabling evidence-based executive decision-making and the design of a future higher value business model.
Solution & Delivery
A two-phase transformation was delivered using disciplined, leadership-led execution, with each phase implemented over 12 weeks.
Results
• Tens of millions in annual cost savings. Huge increase in Labour Productivity.
• Enabled successful pivot to higher-value products
• Significant reduction in legacy energy costs
Case 3
Energy Company
Client Context
An energy company managing critical infrastructure amid rapid technological change, sustainability requirements, ageing assets, and a traditional unionised culture.
The Challenge
The existing operating model and culture were no longer fit for purpose, requiring modernisation while maintaining customer trust and service continuity.
PerformForce Engagement
PerformForce worked with the C-Suite to design the future organisation, cascade purpose across the senior leadership team, and align structure, culture, and capability.
Solution & Delivery
A 100-day rightsizing plan and an action-focused implementation programme were executed with strong executive sponsorship and local leadership ownership. The key is that the line managers were identified and empowered to lead and deliver the change.
Results
• Multi-million euro annual savings
• Improved engagement and leadership capability
• Stronger stakeholder reputation and platform for future growth