by demo3 | Dec 22, 2025
A F100 manufacturer was concerned that competitors were gaining market share through the strength of their targeted new product portfolios. They wanted a more effective R&D allocation process (and supporting decision tools) — as the existing process, overly reliant on estimated financial returns, resulted in prioritizing/funding “incremental improvements” over more innovative projects, and misalignments with strategic priorities.
SOLUTION:
Working closely with process stakeholders, eos consulting re-focused their R&D funding goals and process from being solely focused on value to the company (ROI, etc.) to a triad of:
- value to the customer
- value to the company
- alignment with market segment strategies
Additionally, we developed rigorous assessment methodology/tools to assess and concisely communicate each of these, including:
- categorization of each investment program (breakthrough innovation, differentiated value, me too, low value)
- dashboard containing specific factors/categories and measurement criteria — weighted to reflect the relative importance to the customer
- global matrix and aligned executive team regarding market segment priorities (lead, compete, participate, abstain)
RESULT:
During a secular downturn, the company was able to trim R&D spending while improving strategic alignment. Development programs brought to the fore in the new process are coming to market and taking share.
by demo3 | Dec 22, 2025
Under new leadership, this brand name, $1.5b formerly non-profit company was looking to increase revenue, improve operating margins and drive a “profit & loss” orientation deeper within the organization by being more commercially focused and market-responsive globally. They were organized in an ad hoc, organic fashion, without clear accountability throughout the various operational units.
SOLUTION:
We worked with the executive team to determine an effective organizational structure (based on their strategy and goals) that enabled them to successfully grow and transition to a customer-orientation by:
- Diagnosing the dislocations, misalignments, and inefficiencies in the existing organizational structure
- Developing a set of plausible organizational options and defining a set of evaluative criteria
- Conducting a series of workshops with the executive team to assess the various options and specify a better structure
- Performing an analysis of the skillsets required for the new organization and determining where gaps exist, while creating an extensive organizational transition timeline
RESULT:
Personnel were energized by the increased customer focus and revenue increased for the first time in many years.
by demo3 | Dec 22, 2025
Major division of F100 global ag equipment OEM needed to align their product & development portfolios with their division strategy, taking into account the plans & priorities of each region; product team; function; and the dealer network. The lack of integrated portfolio management and strategic alignment was leading to development delays, commercial disappointments and over-reliance on a couple of profitable — but maturing — products.
SOLUTION:
We diagnosed the causes of delays & misalignments, then developed:
- A coherent Solutions Vision (for several product lines);
- An integrated Product Roadmap;
- Multi-year Roadmap Budgets (to limit the damage from funding gyrations).
We set priorities for the entire division by crop value chain and region (the first time this had been done). Finally, we designed a decision process (with decision rights) for establishing and updating the Solutions Vision, Product Roadmaps, and Budgets.
RESULT:
A smoother, faster, more consistent development process brought several successful products to market. In particular, it aligned the release of updated headers with new and upgraded combines — something the division had always struggled with before. This new process worked so well we were brought in to do the same thing for several product platforms in the larger group.
by demo3 | Dec 22, 2025
Innovative autonomous vehicle company wanted a clear understanding and prioritization of where and how to deploy limited resources — focusing on key markets and the channels required to reach them.
SOLUTION:
Working with cross-functional leadership, we:
- Developed a global market segmentation that reflected the company’s unique perspective
- Analyzed each segment for opportunity (size, growth potential, competitive forces, etc.)
- Assessed the various routes to market for each segment in each geography, focusing on short, intermediate and longer term potential
- Crafted a clear and concise strategy that specified priority markets/segments and the channels to reach them
RESULT:
The company redirected resources based on the strategy and within 6 months of doing so, the sales pipeline increased by over 200%.
by demo3 | Dec 22, 2025
A F100 global OEM needed to align their product roadmaps across their ag equipment groups to ensure that products were brought to market in time to deliver full cropping solutions. Because each product group was selecting the projects that were highest priority for them individually, there were gaps in the full cropping solution for some crops and regions — which was hurting sales and thwarting the corporate goal of outfitting farmers with full suites of products for each crop.
SOLUTION:
We worked closely with the client’s executives to:
- Compile the product roadmaps of each product group;
- Identify gaps & inconsistencies for each crop in each region (and with strategic priorities for the company as a whole);
- Build a process for scoring the opportunities & resolving the gaps;
- Convene a meeting of the leaders of the product groups to agree on priorities and modify product roadmaps to deliver prioritized, complete, coherent solutions by crop in each region. We documented the outcomes and the process for reuse.
RESULT:
Established the foundation for the client’s subsequent organizational shift to crop value chains (all of the products & services related to particular crops) instead of product groups. Reorientation from a product-centric structure toward crop-specific value chains has enabled deeper integration across the entire farming cycle; accelerated the adoption of precision farming products; and powered market share gains in combines and mid-range tractors, as well as particular crops in various regions.
