A leading international energy company was undergoing a comprehensive transformation process. The interim manager was tasked with establishing one of the main pillars of the new strategy, the new "industrial customer solutions" business area, including an operational sales organization.
The main challenge in this mandate was the scope. The energy company had decided to transform itself from an operator of conventional large-scale power plants to a provider of media required in industry, such as process heat, electricity or cooling from flexible small power plants. This meant a very fundamental realignment for internal and external stakeholders, which initially had to be communicated.
Work packages developed for sales, HR and M&A
In order to achieve these goals, the interim manager developed an action plan comprising three work packages from the areas of sales, HR and M&A:
Product and sales strategy formulated
In work package 1, the product and sales strategy were first formulated and a proactive approach to the customer was designed to generate organic growth. With the support of the marketing team, the interim manager drew on the studies and research of renowned consulting firms on which the transformation decision was based.
Finally, the interim manager chose a cross-divisional sales approach that utilized existing customer relationships within the energy group. This enabled a successful operational start.
Sales team built up with 15 full-time positions
In parallel, the interim manager built up the team in the second work package, taking into account and establishing internal qualifications and processes. Furthermore, the roles and responsibilities in the new business unit were defined in a RASCI matrix. After identifying and closing gaps in skills, he recruited a total of 15 FTEs and met and aligned other stakeholders at the interfaces to the new business unit accordingly.
Developing a shortlist for acquisitions and partners
Work package 3 focused on inorganic growth and therefore accelerating growth via M&A and partnering. In close cooperation with the specialist department, the interim manager worked with the growing team to develop shortlists as a basis for decision-making for the Executive Board.
Successfully establishing and handing over a new business area
After 8 months, the interim manager and his team had established the new business area and integrated it into the group structure in terms of processes. The Executive Board was very satisfied with the results and entrusted the interim manager with the handover of the new business division to his operational successor in a permanent position.
