Case-Study
Restructuring in Asia Pacific
Regional Organization through Interim Management
Company Details
A medium-sized company specializing in automation technology operates with three subsidiaries and several smaller locations in the Asia-Pacific market. With nearly 100 employees, the group has established a significant regional presence but lacks the unified management and strong regional organization necessary for effective control.
Challenge
For years, the subsidiaries operated largely independently, with fragmented processes, limited knowledge sharing, and no coordinated market strategy. One unit was in the midst of transitioning from a project office to a sales organization, struggling with a lack of market knowledge and unclear sales structures. Another was almost exclusively focused on service business, but lacked local processes and clear responsibilities. Customers criticized the lack of visibility, after-sales activities stagnated, and competitors gained market share. The third subsidiary faced low margins, required loan repayments, and an oversized quality management system; previously, there had also been compliance violations. Communication with headquarters was essentially limited to the local managing directors, and an initial regional manager had lost the trust of the organization. At the same time, the completion of a critical major project was pending
Measures & Approach
At the outset, a focused analysis was conducted: discussions with customers and stakeholders from the global group revealed bottlenecks and created acceptance for the upcoming changes.
Realignment of Sales and Marketing
Division of Sales Management: The sales organization was split into two geographic regions that were culturally more compatible. This strengthened customer proximity in Southeast Asia and Oceania.
Focus on Profitability: Measures were implemented to secure profitable orders. Only in this way could loans be repaid and investments enabled.
Building Marketing: A regional marketing team was established to increase visibility and bring the brand back into customers’ awareness.
Bundling Central Functions
Team Integration: HR, Finance, Order Processing, Quotation Management, and Marketing were organized across countries. This resulted in a stronger organization with greater impact.
Closure of Inefficient Locations: Offices without direct customer contact were closed. The savings were invested in additional sales staff, sending a clear signal that all resources should support the market.
Harmonization with Headquarters
Processes and Standards: Procedures were harmonized and quality management was aligned with headquarters’ requirements.
Restoring Trust: Through multifaceted and close collaboration with headquarters, new trust was built that had previously been lost.
Results & Achievements
The impact was both measurable and sustainable: Revenue grew by an average of 12% per year, and the book-to-bill ratio increased from 1.0 to 1.4. The critical major project was not only completed on schedule, but also achieved 2.5 times the originally planned sales volume; additionally, a multi-year after-sales contract was secured.
Financially, the company succeeded in fully repaying internal loans, and for the first time, dividends were distributed to the holding company. Organizationally, the APAC headquarters now consolidates all market- and process-critical functions, processes have been standardized across the group, and administrative costs have been reduced by 28%—driven by harmonized systems and a lean, scalable back-office setup.
Conclusion
This case demonstrates how, in a heterogeneous Asia-Pacific setup, three levers can be activated through consistent focus: stabilizing the business, building a regional organization, and securing growth. With clear priorities, robust governance structures, and commercial excellence that prioritizes profitability over volume, a balance is achieved between owner interests, customer requirements, and employee potential—resulting in a sustainably stronger market position in the region.
Are you planning a realignment in Asia-Pacific? Let’s discuss your specific situation—from rapid stabilization to a scalable regional organization. Contact us.