Unlock advantage across the group.

01 / THE SITUATION

What can your businesses do together that none can do alone?

Business units perform well individually, while customer access, specialist teams, data and distribution remain separated. The group may hold an opportunity that no single unit owns.

02 / WHAT VERENTH WOULD EXAMINE

Connect the organisation to the opportunity.

Trace shared buyers, complementary capabilities and duplicated effort. Examine incentives, commercial rights and delivery dependencies that determine whether collaboration can work.

03 / POSSIBLE POSITIONS

More than one way forward.

• 01An integrated offer for a shared customer need
• 02A group capability serving several business units
• 03A new enterprise combining complementary assets

Options to assess against the organisation’s capabilities, constraints and market evidence.

04 / THE PROPOSED FIRST INTERVENTION

Make a move that can be evaluated.

Choose one customer need spanning two units. Establish an accountable owner, agree each unit’s contribution and test a joint offer with a defined buyer group.

05 / EVIDENCE REQUIRED TO PROCEED

Let the evidence determine what comes next.

Incremental demand, contribution after coordination costs, delivery quality, customer permissions and incentives that support participation.

• Incremental group contribution
• Cross-unit delivery reliability
• Customer adoption

Extend the model only where joint delivery creates additional value. Preserve independence where coordination adds cost without benefit.

06 / A PLAN FOR YOUR PEOPLE

Prepare the people as the work changes.

A new organisational position can change the capabilities and roles the work requires. Assess the strengths and aspirations of the people involved, prepare them for new responsibilities and develop wider economic options where roles cannot be sustained.