A major global brewer was frustrated with its existing planning process. The focus was financial—developing three-year budgets—rather than strategic. Lacking a clearly articulated corporate vision, the business units developed their strategies independently. The quality and strategic depth of those business unit plans varied significantly.
In collaboration with the company, BCG:
The engagement of the business unit executive teams with the new process was a critical driver of its long-term success. In a postimplementation survey of important stakeholders, nearly 90% said they were highly satisfied with the new approach.