Autor: Diethard Engel

Why Industrial Portfolio Management is More Than a Financial Exercise

We’ve all heard the saying “Don’t put all your eggs in one basket.”
But what if your problem isn’t too few eggs — it’s too many baskets?

That’s the challenge many industrial businesses face when managing complex portfolios. Think:

• Multiple SBUs with vastly different dynamics
• Product lines operating under the same umbrella but with unequal performance
• Regional strategies that follow legacy patterns rather than customer logic
• Sales reps achieving wildly different price points for the same product

And what makes it even harder? The true performance often hides in the details.

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🎭 Cross-subsidies: The Hidden Performance Killer

Too often, businesses run with blended P&Ls that obscure the profitability of individual portfolio components.

I’ve seen it repeatedly:

• High performers carry the weight of low-margin products or regions
• Headquarters allocations are spread evenly, with no correlation to actual value creation
• IT, accounting, and sales & marketing overheads wash out product-level insights
• Net sales price deviations go unnoticed or unchallenged

The result? Poor decisions, wrong investments, and missed opportunities.

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🔍 The Case for Granular Portfolio Analysis

If you want to improve portfolio performance, you need to treat different parts of your business differently.

That requires:

1. Breakdown of overheads to the lowest reasonable unit — be it product, region, or customer segment
2. Inclusion of true supply chain cost — from procurement to storage to shipping
3. Identification of price realization gaps — not just list price vs. net price, but actual value delivered

Portfolio analysis should start high — for example at the SBU level — and then cascade:

• From product groups to individual products
• From global view to regional profitability
• Across multiple years to identify trends, not snapshots

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📈 From Insight to Impact: Portfolio Management as a Transformation Driver

Industrial portfolio management is not just a financial transparency exercise — it’s a strategic transformation lever.

With real, reliable profitability data:

• You can scale the stars — and feed them with the right attention and resources
• You can fix or exit the underperformers — often with dramatic impact on margins
• You can re-align sales and pricing strategies — where people are leaving money on the table
• You can inform make-or-buy decisions — and optimize your footprint

Too many businesses live with complexity they neither understand nor manage.

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🤔 How do 𝙮𝙤𝙪 manage your industrial portfolio?

Are you confident that your eggs are in the right baskets?

Can you clearly see which ones are golden — and which might be starting to rot?

If that question makes you pause, it might be time to take a closer look.

Let’s talk about building the visibility you need to take better decisions — with less guesswork.

If you’re about to kick off a transformation and want to get it right from Day One, let’s talk. I work with senior teams to structure, drive, and sustain transformation efforts—with clarity and traction from the start.

About Leadership responsibility, external support—and the moment for action

“Transformation” is everywhere—yet often, no one truly owns it. Is it a leadership task? A job for external consultants? Or something that just… happens?

Let’s take a closer look.

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🔍 Who notices the need for transformation?

In theory, senior management should be the first to detect strategic or operational misalignment. Signals often come in the form of declining margins, missed targets, slipping deadlines, or growing organizational fatigue. But the early signs are not always clear—or easy to admit.

Sometimes, frontline teams raise the red flags. But without executive attention, these warnings rarely lead to real change. And in other cases, the organization gets so busy coping with problems that no one steps back to ask: “Is this still the right way of working?”

Bottom line:
The responsibility to notice and act lies with top leadership. Noticing isn’t the hard part—deciding to do something about it is.

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🧭 How does management develop the idea that transformation is needed?

There’s a moment—often subtle—when an organization shifts from believing its challenges are temporary to realizing that something more fundamental must change.

This realization usually emerges from one or more of the following:

• Repeated failures despite seemingly good initiatives
• Fragmented efforts without clear direction or governance
• Strategic misalignment between business goals and capabilities
• Pressure from stakeholders, investors, or customers

Senior leaders begin to understand: “We can’t fix this with the same tools that got us here.”
This is the moment where transformation begins—not just as an initiative, but as a mindset shift.

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🤝 When does it make sense to involve external support?

An organization doesn’t need external help to notice the issues—but it often needs help to face them systematically.

Involving a transformation advisor or manager makes sense when:

• Internal initiatives stall, repeat, or contradict each other
• There’s no clear roadmap—or too many priorities
• Decision-making is slow, fragmented, or politically charged
• Leadership lacks the capacity (not necessarily the skill) to drive parallel streams

An external transformation leader brings:

• Clarity through structured diagnostics
• Objectivity in analyzing root causes
• Capacity to set up governance, drive momentum, and measure impact
• Courage to raise uncomfortable truths—constructively

But external support can never own the transformation. That ownership must remain with management—especially the C-suite.

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🎯 Final thought: Ownership can’t be outsourced

Transformation is a leadership obligation. It involves strategy, people, behavior, and trust. External advisors can support, guide, and challenge—but not replace management ownership.

If transformation is everybody’s job, it risks becoming nobody’s responsibility.
Senior leaders must hold the torch, even when it burns.

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If any of this resonates—and you’re unsure how to take the next step—let’s connect. I work with executive teams to bring clarity, focus, and results to their transformation journey.

Plans are easy. Execution is where transformation succeeds—or fails.

Even the best roadmap won’t deliver results if teams are misaligned, overwhelmed, or unclear on priorities. That’s why execution must be as structured and transparent as planning.

Here’s how to get it right:

🔁 Establish steering and feedback loops. Fortnightly alignment with clear KPIs helps spot deviations early.
🧠 Facilitate cross-functional workshops. Align understanding across the operating model—structure, governance, roles, and behaviors.
📢 Communicate frequently and authentically. Silence fuels skepticism. Regular updates maintain momentum and trust.
📌 Embed the change in routines. New governance rituals, KPIs, roles, and escalation paths ensure the transformation isn’t undone by old habits.
📈 Learn and evolve. Build the capacity for continuous improvement—from lessons learned to process refinement.

Transformation is not a one-time fix.
It’s the start of a new way of operating—more aligned, more accountable, and more capable of adapting.

The real success?
When the organization no longer needs the transformation manager—because transformation has become part of the culture.

🔎 If this resonates – let’s talk.
If the situations I describe sound familiar—and you’re unsure what the next step should be—let’s connect.
I help executive teams create clarity, focus, and momentum in complex transformation environments.

Once a company accepts that change is necessary, the next challenge emerges:
How do you turn complexity into a focused, executable plan?

A good transformation plan doesn’t start with solutions. It starts with understanding:

• How do your functions really work together?
• Where are the bottlenecks—and what causes them?
• What are the interfaces and hidden dependencies?
• Which legacy structures prevent change?
• Which initiatives are draining resources without impact?

In my work, I often map this across key operating model components:
🧩 Organizational structure,
🧩 People & capabilities,
🧩 Governance & decision-making,
🧩 Roles & processes,
🧩 Culture & communication.

Here’s what I recommend:

✅ Don’t try to fix everything at once. Prioritize by impact and feasibility.
✅ Co-develop milestones with the teams. Transformation is done with, not to, the organization.
✅ Build realistic resource & budget scenarios. Underestimating effort is the surest path to burnout.
✅ Embed clear communication & feedback loops. Everyone needs to know where things stand—and why.

The goal is not just a roadmap.
It’s a roadmap that your organization believes in and is ready to follow.

🔎 If this resonates – let’s talk.
If the situations I describe sound familiar—and you’re unsure what the next step should be—let’s connect.
I help executive teams create clarity, focus, and momentum in complex transformation environments.

Keep your eyes peeled for Part 3: Making it stick!

Admitting that your business has a problem is rarely the hard part.
Admitting that your current approach won’t fix it—that’s the real hurdle.

Too often, management teams respond to declining performance with more of the same: more meetings, more reports, more pressure. They double down on what’s familiar—after all, it once worked. But when results don’t improve, frustration builds.

I’ve seen this in many transformation cases: a well-intentioned team applying yesterday’s tools to today’s challenges—internally, with limited bandwidth, unclear root causes, and growing skepticism.

What makes the difference?

👉 A leadership team that sees clarity—not control—as the real power.
👉 The courage to bring in a neutral, experienced perspective.
👉 The insight that transformation isn’t an admission of failure, but a signal of strength.

If you’re sensing fragmentation, internal friction, or „initiative overload“ without measurable results—these are not signs of weakness. They are early signals. And the sooner they’re addressed, the better your options.

Transformation starts with a decision:
Let’s stop spinning and start steering.

🔎 If this resonates – let’s talk.
If the situations I describe sound familiar—and you’re unsure what the next step should be—let’s connect.

I help executive teams create clarity, focus, and momentum in complex transformation environments.

Keep your eyes peeled for Part 2: Building a Focused Transformation

An effective Target Operating Model (TOM) is more than a blueprint—it’s the glue that binds strategy to execution. To unlock its full potential, seven key components must not only be designed well in isolation but also aligned seamlessly with one another:

1. Organizational Structure
2. People (Headcount & Capabilities)
3. Geographical Footprint
4. Roles & Responsibilities
5. Collaboration Models & Processes
6. Governance (Decision Forums & Escalation)
7. Corporate Culture

Below, I’ll describe how to align these building blocks—and how, as a consultant, I guide organizations through this journey—culminating in the clear benefits you can expect.

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1. Start with the End in Mind: Strategy-to-Structure

Before any layer of your TOM can take shape, you must translate strategic objectives into structural imperatives:

• Define Strategic Priorities (e.g. growth markets, cost leadership, product innovation)
• Map Organizational Layers to those priorities (e.g. global business units, regional hubs, shared services)

A consultant’s role: facilitate executive workshops to crystallize strategy, then design a high-level org chart that embeds those priorities at every level.

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2. People & Capabilities: Right Skills, Right Place

Once the structure is clear, identify the critical roles and capabilities needed:

• Headcount Planning: Quantify talent needs by function and geography
• Capability Assessment: Benchmark existing skills against future requirements
• Talent Roadmap: Hire, train, or redeploy people to close gaps

A consultant’s role: run capability assessments, lead skill-gap analyses, and co-create a talent-development plan with HR and business leaders.

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3. Geographical Footprint: Local versus Global

Your footprint should align with your structure and people strategy:

• Centralized vs. Decentralized: Decide which functions (e.g. R&D, customer support) live in regional hubs versus centralized centers
• Regulatory & Market Factors: Evaluate tax, labor, and customer proximity considerations

A consultant’s role: model alternative footprint scenarios—balancing cost, compliance, and responsiveness—and recommend the optimal deployment of your teams.

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4. Roles & Responsibilities: Who Does What, When

Clarity here prevents duplication and confusion:

• RACI Matrices: Document who is Responsible, Accountable, Consulted, and Informed for key processes
• Role Profiles: Define the decision rights, inputs, and outputs for each core role

A consultant’s role: facilitate cross-functional workshops to build RACI matrices, ensure both leadership and execution layers buy in, and lock down clear role descriptions.

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5. Collaboration Models & Processes: The How of Getting Things Done

Processes are the nervous system of your TOM:

• Process Workflows: Map end-to-end processes, from order intake to delivery and billing
• Collaboration Platforms: Select tools (e.g. Teams, Miro, ERP) that embed your workflows

A consultant’s role: lead process-mapping sessions, introduce “best practice” process models, and ensure your chosen collaboration tools are configured to support them.

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6. Governance: Decision Rights & Escalation Paths

Good governance balances speed and control:

• Decision Forums: Define which councils or committees make which decisions, at what frequency
• Escalation Models: Clarify how and when issues move up the chain

A consultant’s role: draft charters for governance bodies, recommend meeting cadences, and build dashboards that surface the right metrics to each forum.

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7. Corporate Culture: The Invisible Catalyst

Culture ties it all together—without it, even the best-designed TOM will stall:

• Behavioral Principles: Articulate values that guide day-to-day actions (e.g. “Collaborate openly,” “Own the outcome”)
• Change Management: Use communications, role modeling, and quick-win celebrations to embed new ways of working

A consultant’s role: design a culture-activation plan—ranging from leadership alignment sessions to interactive town halls—that brings your values and behaviors to life.

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Bringing It All Together: The Consultant’s Playbook

1. Diagnosis & Baseline: Assess current TOM against desired future state
2. Blueprint Design: Co-create alignment across all seven components
3. Implementation Roadmap: Develop a sequenced plan with clear milestones, owners, and governance
4. Execution Support: Embed a “train-the-trainer” approach, interim PMO support, and regular health-checks
5. Sustain & Evolve: Establish continuous improvement cycles to keep your TOM fit for purpose

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Key Benefits of a Holistic TOM Alignment

• Strategic Agility: Rapid pivoting in response to market shifts
• Operational Efficiency: Elimination of redundancies and process bottlenecks
• Enhanced Decision-Making: Faster, more transparent governance
• People Engagement: Clear career paths and ownership cultivate commitment
• Risk Mitigation: Robust processes and escalation paths reduce surprises

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A fully aligned Operating Model doesn’t just exist on paper—it drives real, sustainable performance improvements. If you’re ready to give your transformation the backbone it needs, let’s connect and discuss how to tailor this approach to your organization.

In times of transformation, M&A, or strategic change, the Target Operating Model (TOM) often gets sidelined. Yet, it plays a central role in turning ideas into execution.

Here are five reasons why it’s worth your attention:

1. Alignment of Strategy with Execution

The TOM defines the structures, processes, and behaviors that hold the organization together—including your corporate culture. With this clarity, teams across all functions can make faster, more informed decisions.

2. Fit-for-purpose Structures

Is your current organization still the right one? TOM design helps re-assess roles, capabilities, capacities, and governance – without jumping into re-org mode too early.

3. Operational Efficiency

TOM work shines a light on overlaps, gaps, and friction. It enables process improvements and more effective use of resources.

4. Integration or Carve-out Readiness

In M&A, TOMs help ensure smooth transitions – by defining what needs to work “Day 1” and how the future setup will look.

5. People Engagement

A clearly communicated TOM builds trust. It helps people understand their role in the bigger picture – and reduces uncertainty in change.

My take:

Designing a TOM is not about adding complexity. It’s about giving transformation a backbone.

💬 Have you recently worked on your TOM? I’d love to hear how you approached it.

#OperatingModel #Transformation #Leadership #MergersAndAcquisitions #PMI #CFO #StrategyExecution 

Sie möchten weder Junior Consultants noch überteuerte Partner im Hintergrund, aber einem einzelnen Freelancer allein trauen Sie die Aufgabe nicht zu? Dann haben wir die Lösung!

Michael Maier und Diethard Engel steuern Ihr Projekt als eingespieltes Team – mit der Umsetzungssicherheit, die Ihr Unternehmen verlangt.

✅ Erfolgreiche Projekte in Maschinen- & Anlagenbau, Automobilindustrie und weiteren Branchen
✅ Perfekte Kombination aus Ingenieurs- & CFO-Expertise
✅ Internationale Erfahrung mit komplexen Transformationen
✅ Kontinuität & Kapazität für große strategische Herausforderungen in Transformation, Integration und Carve-out

Wie stellen Sie den Erfolg Ihres Programms sicher? Lassen Sie uns über einen maßgeschneiderten und optimierten Ansatz sprechen.