A large Asian conglomerate had made a string of acquisitions over time to increase profits through its strong membership organization. However, some of the acquisitions were in deep trouble, including a telco division that was underperforming and had a balance sheet deficit.
The organization was having trouble turning around these acquisitions, so it worked with BCG to fundamentally transform the business. The process began with a 100-day plan that followed five key principles for turning the telco division into a profitable, growing business unit:
In just six months, the division went from losing money to making a profit. The company experienced a complete turnaround and became better positioned for future growth.