Creating a winning strategy for a global enzymes player

You’re highly profitable, but growth is behind target. So you want to accelerate. But that’s easier said than done. It demands a broader view of the landscape and someone to challenge convention and thinking. That’s why our client, a global player in enzymes, turned to us for help.

2 Minutes Food 01/05/2024


Turbocharge growth

Our client has been highly profitable. However, their growth within and outside their core business was behind the target. They approached us to help accelerate things by:

  • Delivering an ‘outside-in’ view on their market and strategy
  • Challenging internal thinking with insights and our experience in this sector
  • Providing modular support that would build on work already done
  • Ultimately, creating a strategy to accelerate their growth.


First find new spaces to play

We assembled a team with broad and deep enzyme market expertise. It was managed by a lead strategist and a-connect client partner. From there, we collaborated with the client to assess the enzymes market and its adjacent spaces. The aim was to:

  • Identify addressable market opportunities
  • Determine the client’s potential value proposition
  • Establish potential priority opportunities.

By involving subject matter experts, our team carefully analyzed the priority opportunities. By providing this ‘outside-in’ perspective, we were able to challenge the findings. This enabled us to pinpoint the real opportunities, which management signed off.

Now establish the winning approach

We developed an approach to win the agreed opportunities. This included:

  • Clarifying the required capabilities
  • Detailing organizational structure
  • Establishing a new innovation organization
  • Agreeing processes and ways of working


A playbook with all the winning moves

We developed a comprehensive actionable playbook that could drive decision-making, actions and guidance on future M&A decisions. The client team had full ownership of this because we had worked so closely with them in its development. This also meant that they had the confidence and understanding to continue to drive strategy execution in the years after. 

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