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    Client: Family dairy farms

    Digital transformation

    We revised and updated the company’s value proposition, as well as adapted its strategy and operating model. As the result, the company’s development pace accelerated by almost four timesWe revised and updated the company’s value proposition, as well as adapted its strategy and operating model. As the result, the company’s development pace accelerated by almost four times

    About the client

    Family dairy farms – is the one of the largest impact-investment project in Ukraine that develops the industry of family dairy farms.

    Problem description

    The team of the investment project “Family Dairy Farms” brought to the market a relatively new business model for the dairy industry in Ukraine, in which the “building blocks” of the company are small family dairy farms created by the project team and families as partners – co-founders. At the same time, the families received the necessary expertise and investments from the project side and became co-founders and operating managers of their small dairy business – the farm. Such a unique proposition was well accepted by the market, however, during the development of the project, the team faced the problem of reducing the interest of families in cooperation after the families reached a certain experience in running a dairy business, received the necessary expertise and began to feel confident as independent entrepreneurs. The project team needed to revise and update their value proposition, as well as adapt their strategy and operating model accordingly.

    Digital transformation
    Solution

    The OD&D consultant team began work with a series of in-depth interviews with families managing the project’s farms at various stages of maturity.

    Next, together with the project team, we created and analyzed customer experience maps for different archetypes of farmers. We identified their tasks and pains, developed hypotheses for changing the value proposition and the structure of the services offered.

    Further, an in-depth diagnosis of the current operating model of the company was carried out and a strategy and roadmap for the transformation of the company were developed, the implementation of which would increase the number of farms in the project to 5,000 by 2030.

    The next steps of the project were: the development of a new operating model capable of supporting the implementation of the strategy. Involving the project team, we developed a new target business process model, organizational structure, and expectations for its key roles.

    Developed key standard operating procedures.

    Developed a system of metrics and indicators for evaluating the effectiveness and efficiency of work.

    Launched a system of regular committees to improve the coordination of departments among themselves and ensure the system management cycle.

    Launched a system change management process and accompanied the project team until the stabilization of all new processes.

    In parallel with the service design project and the redesign of the company’s operating model, we developed proposals for the functionality of a mobile farm management application, which was supposed to be part of the project’s new unique value proposition.

    We engaged an IT company, developed the terms of reference and created a working prototype of the first version of the farm management mobile application, and handed over the further development of the IT product to the project team.

    Change management Customer centricity

    Result

    In four months 28 new farms were opened

    The pace of the company's development accelerated almost in four times

    Do you want to learn more about successful change cases?

    Another great change journey may start with just filling the contact form below, we will be happy to know more about your challenge or ambition.

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