{
  "docId": "019dd923-5ca1-7489-b634-df215e4f0bc1",
  "docSlug": "b89c4b2a8f5b0c45",
  "documentTitle": "Transformation Ebook",
  "authorId": "BCG",
  "authorName": "BCG",
  "documentKindSlug": "consulting-deck",
  "documentKindLabel": "Consulting deck",
  "sourceTypeSlug": "strategy_consulting",
  "sourceTypeLabel": "Strategy consulting",
  "presentationDate": null,
  "orientation": "landscape",
  "aspectRatio": 2.5,
  "pageNumber": 143,
  "pageCount": 167,
  "prevPage": 142,
  "nextPage": 144,
  "slideType": "case_study",
  "function": "illustrate_case",
  "density": "dense",
  "nDataPoints": 4,
  "notes": "This slide appears to be a sidebar or case study inset within a larger document.",
  "elementsJson": [
    "paragraph",
    "callout_box",
    "headline_text"
  ],
  "metadataConfidence": 0.95,
  "imagePath": null,
  "slideHref": "/slides/019dd923-5ca1-7489-b634-df215e4f0bc1/143",
  "deckHref": "/decks/019dd923-5ca1-7489-b634-df215e4f0bc1",
  "deckJsonHref": "/decks/019dd923-5ca1-7489-b634-df215e4f0bc1.json",
  "deckAnchorHref": "/decks/019dd923-5ca1-7489-b634-df215e4f0bc1#slide-143",
  "components": [
    {
      "bbox": null,
      "kind": "callout",
      "text": "Over the next nine months, it eliminated 40 million euros in overhead, removed two layers of the organization, and launched a new operating model.",
      "attrs": null,
      "subkind": null,
      "toolName": "Visual emphasis",
      "toolSlug": "visual-emphasis",
      "confidence": null,
      "componentId": "019dd951-9f62-7003-b127-a31040de93f5",
      "frameworkName": null,
      "frameworkSlug": null
    },
    {
      "bbox": null,
      "kind": "metric",
      "text": "overhead eliminated: 40 million euros",
      "attrs": null,
      "subkind": "primary",
      "toolName": "Quantification",
      "toolSlug": "quantification",
      "confidence": null,
      "componentId": "019dd951-9f62-7003-b127-a4cc56ae117c",
      "frameworkName": null,
      "frameworkSlug": null
    },
    {
      "bbox": {
        "h": 0.45,
        "w": 0.64,
        "x": 0.18,
        "y": 0.41
      },
      "kind": "paragraph",
      "text": "A contractor in Europe was struggling in the face of market conditions and a series of increasingly large one-time hits and revenue shortfalls. In 2014, the chair of the €2 billion company became concerned about the economic viability of the business and asked BCG to conduct a fast diagnostic of the situation, focusing on project risks, cash flow, and cost efficiency. After the initial triage and assessment, the board determined that the company's cash flow projections were at risk, to the point where a bank would likely take control of the company in weeks. In response, the company launched a comprehensive turnaround effort. Over the next nine months, it eliminated €40 million in overhead, removed two layers of the organization, and launched a new operating model. A thorough review of the balance sheet unlocked significant net working capital within four months. For the riskiest projects in the portfolio, the company added new management processes and other tools to reduce the downside. One country unit that was losing €20 million a year was restored to profitability. Another business unit was sold.",
      "attrs": null,
      "subkind": "paragraph",
      "toolName": null,
      "toolSlug": null,
      "confidence": null,
      "componentId": "46e5c9d3-f02b-4792-b785-77d4978fa984",
      "frameworkName": null,
      "frameworkSlug": null
    },
    {
      "bbox": {
        "h": 0.22,
        "w": 0.7,
        "x": 0.15,
        "y": 0.088
      },
      "kind": "paragraph",
      "text": "of business units). Companies may need to make sizable changes to support the new strategy, such as closing or divesting noncore divisions, realigning or consolidating business units, and making other moves aimed at improving the way the company creates value. Similarly, it will need to address its geographic footprint and spans of control. And it will need to determine the right level of outsourcing. (See the sidebar “A Contractor Survives Thanks to a Nine-Month Turnaround.”)\n\nOperational Processes. In tandem with decisions about the right organization structure, the company will need to determine how to",
      "attrs": null,
      "subkind": "paragraph",
      "toolName": null,
      "toolSlug": null,
      "confidence": null,
      "componentId": "beccf85e-e6a8-4462-9fd7-a72fd5ed62b3",
      "frameworkName": null,
      "frameworkSlug": null
    },
    {
      "bbox": {
        "h": 0.05,
        "w": 0.64,
        "x": 0.18,
        "y": 0.338
      },
      "kind": "title",
      "text": "A CONTRACTOR SURVIVES THANKS TO A NINE-MONTH TURNAROUND",
      "attrs": null,
      "subkind": "headline",
      "toolName": null,
      "toolSlug": null,
      "confidence": null,
      "componentId": "697b695d-d327-469b-81e6-6ce3a697809b",
      "frameworkName": null,
      "frameworkSlug": null
    }
  ],
  "metrics": [
    {
      "metricRaw": "overhead eliminated",
      "numberRaw": "40 million euros",
      "numberKind": "plain",
      "actionTitle": "A CONTRACTOR SURVIVES THANKS TO A NINE-MONTH TURNAROUND",
      "calloutText": "Over the next nine months, it eliminated 40 million euros in overhead, removed two layers of the organization, and launched a new operating model.",
      "numberScale": "m",
      "numberValue": 40,
      "metricFamily": "other",
      "numberCurrency": null
    }
  ],
  "tools": [
    {
      "name": "Concrete Language",
      "slug": "concrete-language",
      "agent": "Storyteller",
      "layer": "slide",
      "matchId": "019dd95a-1575-7358-9708-d54444116ddc",
      "evidence": "Contractor: 40M euros overhead removed in 9 months.",
      "confidence": 85
    }
  ],
  "frameworks": [],
  "arcBeats": [
    {
      "to": 159,
      "from": 121,
      "beatId": "019dd95a-0702-74a3-87e2-aa2e1a632130",
      "arcName": "The Consultant's Gambit",
      "arcSlug": "consultants-gambit",
      "beatName": "Impact & Next Steps",
      "beatSlug": "consultants-gambit-impact-next-steps",
      "evidence": "Part III applies framework to digital, turnaround, emerging-market contexts.",
      "position": 5,
      "confidence": 85,
      "parentBeatName": "Resolution",
      "parentBeatSlug": "resolution"
    },
    {
      "to": 159,
      "from": 121,
      "beatId": "019dd95a-0702-74a3-87e2-b6be36bae024",
      "arcName": "The Triple Take",
      "arcSlug": "triple-take",
      "beatName": "The Action (Now What)",
      "beatSlug": "triple-take-the-action-now-what",
      "evidence": "Part III - distinctive transformation types and how to apply.",
      "position": 3,
      "confidence": 65,
      "parentBeatName": "Resolution",
      "parentBeatSlug": "resolution"
    }
  ],
  "loops": [
    {
      "to": 146,
      "from": 137,
      "name": "Before After",
      "slug": "21-before-after",
      "bestFor": "Product demos, process improvements, ROI justification",
      "matchId": "019dd95a-088c-724c-b30e-e3bc0eec7577",
      "evidence": "Cases show explicit before-failing/after-recovered states with $500M / $700M / $1B / 40Meur deltas.",
      "position": 11,
      "objective": "Show turnaround moves taking distressed firms back to health",
      "structure": "The Old Way (Pain) -> The Moment of Change -> The New Way (Glory) -> The Measurable Delta",
      "confidence": 80,
      "description": "Show the dramatic contrast between the old way and the new way through side-by-side comparison"
    }
  ],
  "imagePathAlt": null,
  "thumbSrc": null,
  "thumbSrcAlt": null,
  "locked": true
}