Chemical Project Profiles
Agrochemical Generics Entry
A major European agrochemical company was trying to determine whether it should enter the market for generic pesticides. Most of the company's executive team were in favor of this strategy – and the momentum was strongly in that direction – but there was a case to be made for not entering the market.
Growth Through Globalization
After 18 months of disagreement, management of a leading basic chemicals producer was still at odds over whether (and where) to build new capacity, whether to expand existing plants in the US, or whether to swap capacity with competitors.
New Growth Initiatives
A diversified chemical company had developed a new class of performance molecules with a wide range of applications. In an effort to approach commercialization with low risk, the company set up a small venture and worked with a few select customers that funded most application development. But despite in its attempts to minimize risk, management began to suspect that it was also limiting opportunities to grow shareholder value.
Maximizing Shareholder Value
Senior executives of a major fine chemicals company questioned the future of a business that manufactured pharmaceutical intermediates because of its erratic performance over the previous decade. The executives sought a sustainable path to dramatically grow the size and profitability of the business.
Portfolio Optimization
A major pesticides producer faced pressure to improve the efficiency of its R&D investments. The existing investment decision process, which had been driven almost exclusively by science, had no mechanism for adequately quantifying risk, and had little credibility at the executive level. Gaining agreement on prioritizing development compounds required much time, effort, and emotion, for little value.
Market Strategy Alternatives
A major agrochemical company was developing a new broadleaf herbicide for corn that would compete directly with the company’s second largest product. The senior executive team, which had concerns about cannibalizing market share, considered canceling the program because it was far behind schedule.
Decision-Making Process
A major chemical company wanted to launch an ambitious, value-focused strategic decision-making process throughout the corporation. Rather than rely on a single consulting firm for implementation, our client insisted on surveying the most successful tools, systems, and processes used by leading corporations and enterprises throughout the world, and on identifying the best practices and processes now being implemented by the world's leading management consultancies.
