Diversification "out of the box" - Roland Berger

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The center can perform six possible roles …DIS SCRETIONA ARY CORESTRATEGIC ROLESStrategy/ res. Synergy and Businessallocation skills transfer development> Resourceallocation> Vision andtargets> Strategicanalysis> Strategicplanning> Synergy iden-tification i andrealization> Best practicesharing> Technologysharing> Functional/specialistexpertisesharing> Identifying/execution onacquisition ordisposal> Integratingacquisitioniti> Evaluatingspin-off/exitopportunities> Building contactsnetworkPROCESS-RELATED ROLESMonitor/ Service Corporatecontrol provision functions> Capitalinvestmentanalysis> Financialplanning andcontrol systems> Definingpolicies> Managementdevelopment– Hiring andfiring> Training anddevelopment> Purchasing,property, ITcredit, etc.> Investorrelations> Secretarial> Legal> TaxSource: Roland Berger40
… that vary by the adopted modelOperatorStrategic controllerStrategic architectPortfolio investorSTRATEGY/RESOURCEALLOCATION> Detailed strategicplanning andimplementation> Central strategy, butexecution by businessunits> Development of topmanagement> Guide and monitorbusiness unit strategy> Development of topmanagement> Top management HRrecruitmentSYNERGY AND> Basic responsibility of> Control areas of synergy> Facilitate cross business> Does not play this roleSKILLSthe centerto maximize valuesharing of bet practicesTRANSFERBUSINESSDEVELOPMENT/EXPANSION> M&A execution and post-> M&A execution and post-> Work with businesses onmerger integration merger integration M&A execution, monitorintegration> Approve and monitorM&A execution andintegrationMONITORINGAND CONTROL> Detailed financialplanning and accounting> Detailed planning andaccounting for sharedservices> High level targets,aggregation of BU plans,monitoring and challenge> Set and monitor key highlevel financial targetsSERVICEPROVISION> Part of the operation > Direct management ofmany central services> Set policy for businessunits> Does not play this roleCORPORATE> All activities done by the> Center has limited> Center shares activities> Minimal functions to fulfillFUNCTIONS centerbusiness unit support with businessesstatutory requirementsSource: Roland Berger41
Page 1 and 2: Diversification "out of the box"Mun
Page 3 and 4: A. OUR APPROACH -A structured conce
Page 5 and 6: Our modular approach consists of fo
Page 9 and 10: 1.1A proper bottom-up portfolio seg
Page 11 and 12: 1.1BACKUPWrong business definition
Page 13 and 14: 1.3 EXAMPLEThe definition of core b
Page 15 and 16: 1.4ILLUSTRATIVEPortfolio options sh
Page 17 and 18: 1.4ILLUSTRATIVETop-down targets for
Page 21 and 22: 2.1BACKUPThe portfolio logic need t
Page 23 and 24: 2.2ILLUSTRATIVEThe arithmetic for v
Page 25 and 26: 2.2EXAMPLE"Underperformer" business
Page 27 and 28: 2.3RELATED DIVERSIFICATIONIdentifyi
Page 29 and 30: 2.3RELATED DIVERSIFICATIONOdds of s
Page 31 and 32: 2.3RELATED DIVERSIFICATIONIdentifie
Page 33 and 34: 2.3RELATED DIVERSIFICATIONIndicator
Page 35 and 36: 2.3UNRELATED DIVERSIFICATIONConglom
Page 37 and 38: The ability of the holding to contr
Page 39: Successful organizations design a c
Page 43 and 44: BACKUPResources needed at the cente
Page 45 and 46: ILLUSTRATIVEThe role of the corpora
Page 47 and 48: EXAMPLEAustralian conglomerate Wesf
Page 49 and 50: E. ROLAND BERGER - Our experienceRo
Page 51 and 52: Excellence in strategy consultancy
Page 53 and 54: Our expertsHauke MojePartnerFlorian

Diversification "out of the box" - Roland Berger

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