The company operates across multiple divisions, with a large asset base and significant capital requirements.
This created a familiar challenge: individual divisions could make sound investment decisions locally, while the best use of capital for the group as a whole was harder to see.
Leadership wanted to improve coordination across divisions, create a more consistent way of evaluating investment alternatives and strengthen internal capabilities around capital allocation.
They also wanted Capex strategy to become continuous.
The long-term direction needs to guide those decisions year after year.
For a growing industrial company, decisions about assets, capacity and capital cannot be revisited only when the next budget cycle begins. The long-term direction needs to guide those decisions year after year.
Creating a common way to make long-term investment decisions
Weissr worked with a cross-functional implementation team to establish the new approach across the organisation.
Over six months, the company combined hands-on Capex Strategy work with a train-the-trainer model, building the knowledge needed to run the process internally.
Divisional Capex Strategy Committees were established, led by each division's production director. These teams took ownership of the strategy process within their respective businesses.
At group level, the production directors joined senior leadership in a Group Strategy Forum, creating a common place to review long-term asset direction, assumptions and capital priorities across divisions.
Selected super users also received direct access to Weissr Capex Strategy experts when additional support was needed.
Greater clarity across assets, divisions and capital decisions
By embedding Capex strategy into the annual strategy process, the company created a stronger connection between long-term business direction and individual investment decisions.
The organisation gained a more consistent basis for evaluating assets and Capex across divisions, while assumptions became better aligned between teams and processes.
Stronger internal support for difficult strategic decisions, including decisions around asset consolidation and closures.
The approach also helped create stronger internal support for difficult strategic decisions, including decisions around asset consolidation and closures.
At the same time, divisions gained greater visibility into how assets could be used across organisational boundaries, supporting more collaboration and better utilisation of the existing asset base.
The result
The company now has a more structured and continuous approach to Capex strategy across the group.
It has helped the organisation:
- Connect long-term strategy more clearly to Capex and asset decisions
- Create greater alignment around assumptions and investment priorities
- Strengthen collaboration and asset utilisation across divisions
- Build internal expertise in capital allocation and Capex evaluation
- Increase organisational buy-in around difficult strategic decisions
- Improve the efficiency of the overall Capex process
Rather than starting each investment cycle from a new set of requests, the company has established a strategic direction that can guide capital decisions over time.
That creates greater Strategic Clarity, supports more effective use of capital and gives decision-makers a stronger foundation for choosing where the business should invest next.