When HQ and Markets Don't Align
Challenge
At a €5 billion scale, performance can hinge on the quality of relationships between global headquarters and market teams. Yet those relationships were strained. Headquarters lacked a clear view of market performance gaps and opportunities, while local teams felt disconnected from strategic direction. The result was misaligned priorities and heightened trading risk, particularly in moments of market volatility.
What We Saw
The fracture wasn’t intent, it was rhythm. Without a structured cadence of input and output between HQ and markets, accountability was blurred and decision-making slowed. The board lacked a unified picture of performance drivers, limiting its ability to act with confidence when disruption hit.
What We Did
We co-designed a new working rhythm that created shared accountability across HQ and markets. This included:
Clear input/output frameworks that linked market insight with HQ decision-making.
Structured performance reviews that illuminated both opportunities and gaps.
Crisis-response protocols tested in real time, ensuring resilience under pressure.
Impact
A governance rhythm that held through crisis, reducing trading risk.
Stronger HQ–market relationships, rooted in shared accountability.
A board with a clear, timely view of performance levers and gaps.
A global business operating at scale with greater agility and coherence.