The Challenge

Vita, the second-largest player in the European foam rubber market, grew through acquisitions into a network of 35 factories across Europe. Each site produced foam products and end products such as mattresses and independently managed its own production, marketing, sales, and product development.

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This decentralised model, which had served the company well for nearly 75 years, began to show its limitations. It hindered agility and scalability. At the same time, customer expectations for sustainability, innovation, and product availability were rising. With increasing market consolidation, digitalisation, and globalisation, the model was not competitive enough anymore.​ To remain relevant, Vita had to fundamentally reorganise — from the inside out and from the customer’s perspective.

 

The company initiated the most significant transformation in its history:

• Five commercially driven business units, each focused on a specific market segment and fully accountable for its own P&L, sales, and marketing

• Centralised production under one Global Operations organisation

• A global matrix structure for support functions such as HR, Finance, Legal, Communications, R&D, and Procurement

 

Our Approach: 4 Strategic Workstreams

We supported Vita in designing and delivering the transformation, structured around four workstreams.

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1. Strategy and Executive Leadership

• Development and implementation of an OGSM strategic plan

• Establishment board-level governance model, including monthly executive meetings

2. Governance Structure

• Change & Transformation Board (CEO, Strategy, HR, Communications)

• Extended leadership team (top 50) to steer the matrix organisation and strengthen accountability

• Governance structure and strategic plan for Global Operations

• Business partner model support functions (HR, Comms, Finance, Procurement) aligned with the commercial business units

3. Leadership and Culture Development

• Culture change programme focused on ownership, transparency, and entrepreneurship

• Periodic feedback loops among the top 50 to identify signals and guide interventions

• Working sessions and site visits at locations requiring additional support

4. Communication and Engagement

• CEO and executive communications: consistent frequency, messaging, and formats

• Executive roadshows to all sites to ensure visibility, connection, and dialogue

• Restructuring of the intranet as a central communication platform

 

The Result

The transformation brought significant changes in structure, processes, and leadership, alongside personnel shifts at all levels of the organisation. Through clear strategic choices, transparent communication, and a firm focus on aligning long-term direction with day-to-day operations, Vita succeeded in renewing its organisation while maintaining the trust of both its employees and the market.