The company is a Dutch family business and a so-called first-tier contract manufacturer that is active in the high-tech industry for more than 75 years. The company specializes in developing, manufacturing and assembling ultra-precise components and modules in the “high complexity, low volume” segment with a focus on the semiconductor, analytical and medical markets.
The company has more than 10 production and sales locations in the Netherlands, the Czech Republic, Singapore, China and the US. In addition, the company has an extensive D&E (Design & Engineering) department for the development and industrialization of products for their international customers. The company has more than 2000 employees and is growing rapidly.
The arrival of a new CEO and management team resulted in the need to recalibrate the strategy and the operating model. In addition, the various markets in which they operate are faced with different challenges and requirements. The question is twofold: “Where to play” and “How to win”, in other words: which strategic choices are required, what are the winning propositions for the future and how does this translate into a three-year plan, positioning of the various sites and implementation.
For this project, the “inside-out” and “outside-in” approach was used. This provides an objective insight of the internal competences and technologies and a quantitative overview of opportunities and developments in the various markets and the perception of the company’s customers. We also used our industry expertise, (desk) research, interviews and workshops with the management, supervisory board and various groups of employees. In our approach, we made explicit use of the knowledge and experience available to the various people in the organization, complemented with the expertise and objectification of Gwynt. In this way we ensured that the results would be supported by the organization.
Based on the internal and external input, strategic choices have been made for the entire company and for the individual different sites. A clear positioning has been selected for all sites, with corresponding challenges, customer choices and distinctive competencies.
The strategy was discussed and approved together with the Supervisory Board and owners, thereafter an investment agenda was made up.
An important part of the strategy is a set of guiding principles that have been developed, which will also serve as an important guideline for future choices in the coming years. In addition, an implementation plan was developed and Gwynt fulfilled the role of PMO (Project Management Office) for a year to ensure traction and realization of the strategy.