Get an insight into our work with DSV, and be inspired by how you can create greater success in your organisation.
DSV delivers cargo safely, securely, and on time anywhere in the world by air, sea, road, and rail. They support their customers’ warehousing needs. Since its establishment in 1976, DSV has been through a series of mergers to maintain a key position in the global transport industry. To focus on different services and customer segments, DSV separated its operations into three divisions in 2001: Road, Air & Sea, and Solutions. The services are being developed, interpreted, and tailor-made to meet customers’ increasing demands with respect to product solutions, prices, and transit times.
This case focuses on the “DSV Road Denmark” and “DSV Air & Sea Denmark” divisions.
Grow the business
DSV has very high growth ambitions which could not be realised by fine-tuning the current processes. The high growth ambitions had to be viewed in line with the long-term global recession which significantly impacted global transport needs in a negative way.
Furthermore, due to technological innovations, the whole industry is under rapid change driven by customers’ needs and demands.
DSV has also grown quite significantly in recent years and not all processes and customer interactions were 100 percent aligned.
Growing a business in a recession market basically means gaining market share, so the job here was to gain market share, increase profits, transform the business to meet customers’ demands, and create alignment across all functions and divisions.
Creating a strategy-focused organisation empowering the individual
Starting with the top management team, we facilitated a combined strategy design and leadership team development process. A comprehensive analysis of external and internal factors was conducted to ensure the right decisions were made during the design phase. A systematic and wide-ranging communication package was developed alongside strategic communication training for managers to align the message and drive the launch of the new strategies. Big parts of the organisation were involved in identifying specific initiatives for realisation of the strategy to create strategy anchoring and engagement of all employees. To further enhance the strategy-focused organisation an OSM (Office of Strategic Management) was established and a systematic follow-up and review structure was implemented, to monitor the progress of the strategy and initiate corrective actions for continued success in a timely manner.
Tangible results
The creation of a strategy-focused organisation and a persistent follow-up structure paid off. The two divisions, although significantly different, achieved and increased growth in revenue and profitability. Most importantly customers’ loyalty has improved and both divisions will continue harvesting from their efforts during the implementation phase even though the execution process will continue for years to come.
A united top management team now acts as role models for a daily focus on strategy and a collective way of servicing customers across divisions. New follow-up structures are implemented and new ways of working are a part of daily life for the organisation.
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