Latin American Pulp & Paper Company: New Organizational Structure

Overview

As a major Latin American integrated pulp and paper company grew over the past few years, its organizational structure became somewhat centralized, with responsibility concentrated at the chief executive officer level.

This led to a growing concern that the client's corporate structure was unable to focus on its core business or provide adequate leadership opportunities. The client asked Accenture to analyze this situation and propose a new organizational structure that would best fit the client's business and strategic plans.

Business Challenge

Accenture had to review the client's organizational structure and work with client teams at the CEO level to develop new plans. The client chose Accenture because of its experience in the industry and its ability to bring industry experts and organizational structure experience to the project.

How We Helped

Initial interviews helped Accenture to understand the current situation. These interviews took an in-depth look at the issues that drive the organizational structure of both the client and the principal global players in the pulp and paper industry. Accenture proposed a new structure, evaluating its size, defining roles, responsibilities and the new cost structure, and identifying potential risks and challenges of implementation.

High Performance Delivered

Accenture delivered an implementation plan that took into consideration the client's goals and risk mitigation measures. The client's board approved the new organizational structure and issued a press release and internal communications detailing the changes. Accenture began implementation initiatives with a target of having people, processes and technology in place to enable the structural change in four to five months.

Latin American Integrated Pulp and Paper Company: Creating a High-performance Organization