Please enable JavaScript.

Coggle requires JavaScript to display documents.

IHC CASE, Second Re-organization, First Re-organization - Coggle Diagram

- - - - 1h meeting every week for each workstream to discuss critical needs
        
        objective for TO lead and advisor to push initiaves owners to developing it until bankable
  - - - every initiate approved had to go through check list and TO-Team, finance, sponsors had to apply tests to validate initiatives
        
        level of scrutiny for test whether initiate fir for purpos, based on size and complexity
  - - - 2.
        
        Bottom-Up Planning, initiatives and financials would be fully owned by line leaders
        
        until L3 stage gate
        
        3.
        
        Outcome was bankable plan showing IHC was realising full potential of 2bil in revenues and EBIT of less than 10% by 2022
      - Outside-in strategic assessment, involved conducting interviews to understand where IHC could improve. establish trajectory and full potential of business
  - - - 2018 : CEO and CFO announced IHC going trough transformational phase, revolving around stimulating innovation and increasing sales
        
        handbook handed out for IHC^2. Internal TO office was going to implement transformation with support from contracted consultancy firm
- - - - 1989: IHC Caland regained control IHC Holland
        
        1992: Acquired several companies as it added equipment building to its shipbuilding portfolio
        
        2005:Dredging Industry was in downturn again and part of the company was separated from Caland into IHC Merwede
        
        2012: IHC aimed to become more uniform and centralise processes, reporting & systems
        
        2014: His Majesty the King awards IHC Merwede an honorary title and the company becomes Royal IHC
        
        2005- 2014: Profitability and revenue grew to an all-time high and IHC portfolio company divided into 3 sections: dredging, offshore, technology & services equipment and capacity centres.
        
        1 more item...
  - - - Value chain required optimal collaboration
    - - develop top-tail knowledge company needed to be accelerated while quality improvement required a push
        
        focus on foreign building capacity required
    - - huge unforeseen increase in oder book
        
        execution difficult due to strict conditions for IHC, incl. sharp pricing, short delivery times with penalties, high levels of innovation and customisation, no strict design freeze (costumer could request changes)
        
        bc of 2nd restructuring, core knowledge on yard manufacturing & engineering left company, as well as informal way of working between production and engineering
      - upturn in sales and revenue, large intake of orders, while risks now yet surfaced and discovered
- - - - CEO (2014-16) too slow and indecisive and left after criticism
        
        former CEO replaced CEO
        
        Second reorganization was announced, while first was still ongoing to accelerate 2020 strategy
        
        management board offered new redundancy plan emphasis on speed
        
        while employees were being let go, new ones recruited to fulfil position that fell outside scope of downsizing to transition from Manufacture to Knowledge-based Company
        
        RESISTANCE to internationalisation HUGE in works council
        
        outsourced production to reduce costs and better meet costumer needs, while knowledge center in NL
        
        BoD reduced to 2; CEO & CFO