Global Vision Alignment and Value Proposition Strategy at a Multinational Medical Device Company
A multinational medical device company with a complex global structure had an internal division focused on value engineering—streamlining processes and optimizing product development to reduce costs and increase efficiency. Their mission was to replicate these efficiencies across the entire enterprise.
Despite their critical role, the division faced a major challenge: gaining visibility, demonstrating value, and unifying their global team to effectively engage with other divisions across the organization.
Client Overview
This internal division needed to:
+ Clearly articulate its value proposition to other business units.
+ Understand what would attract or deter engagement from internal stakeholders.
+ Unite a globally dispersed team under a shared vision and strategy.
+ Develop a cohesive message and engagement strategy that could scale across a multinational corporation.
Given the complexity and global nature of the organization, they sought an experienced facilitator to lead a strategic visioning process and help them define their identity, impact, and future direction.
Challenge
The engagement was designed to be research-driven, collaborative, and globally inclusive.
Approach
+ Conducted a deep dive into the division’s current operations and role within the organization.
+ Supplemented internal research with external benchmarking from similar divisions in other large organizations to understand best practices and positioning.
Phase 1: Discovery & Industry Benchmarking
Phase 2: Stakeholder Research
+ Distributed a comprehensive survey to:
+ All members of the internal division.
+ Potential “customers” of the division’s services across other business units.
+ Collected both quantitative and qualitative data to uncover perceptions, needs, and barriers to engagement.
Phase 3: Targeted Interviews
+ Conducted follow-up interviews with select stakeholders to explore key themes and clarify insights from the survey.
+ Focused on understanding what would make the division’s services more accessible, valuable, and sought-after.
+ Designed and facilitated a four-hour virtual event across six time zones, engaging participants from around the world.
+ Combined information sharing with collaborative ideation, using virtual tools and multiple facilitators to ensure full participation.
+ Guided the team through exercises to define their value proposition, identify strategic priorities, and co-create a unified message.
Phase 4: Global Strategic Visioning Event
+ Unified Global Identity: The division emerged with a clear, compelling value proposition that resonated across the organization.
+ Increased Visibility: With a consistent message and strategic outreach, the division saw a measurable increase in engagement from other business units.
+ Tangible Impact: The division began tracking cost savings and value creation tied to their projects—demonstrating ROI and reinforcing their strategic importance.
+ Team Cohesion: The global team reported a stronger sense of unity, purpose, and direction following the collaborative process.
The potential for enterprise-wide cost savings and efficiency gains is estimated to be in the hundreds of thousands of dollars or more.