Starting point, intervention, evidence, and changed capability remain clear.
TRANSFORMATION / Case study / Consumer goods / Offshoring + GCC strategy
Educate leadership first. The savings follow.
General Mills needed to reduce cost without turning workforce strategy into a procurement exercise. The answer began by teaching leadership how the operating model really worked.
PRACTICE / APPLICATION
Engagement sequence
Founder-led work in complex enterprise and institutional systems.
01
Context
02
Move
03
Consequence
The working system
The value is not the logo. It is the consequential move, the operating evidence, and the capability that remained with the people doing the work.
01
Context
Context
Reduce SG&A while developing a global workforce strategy that leadership could understand and govern.
02
Move
The move
Educated three levels of senior leadership, evaluated delivery locations and vendors across India and Eastern Europe, and facilitated intensive strategy retreats.
03
Consequence
What changed
More than 40% of technology work was outsourced, with reported cost savings above 60%.
Founder-led experience
A consequential operating challenge, a deliberate move, and a result that changed what the organization could do next.
In their words
The people who vouched for the work.
“Todays global economy needs visionary managers, and Subbu Iyer is a standout in that breed. Subbu brings strategic leadership and well thought out solutions to business issues.”
Balki Radhakrishnan
Vice President and Managing Director, Global Emerging Markets, General Mills
WHAT THIS PROVES
CONTINUE THROUGH THE SYSTEM
BEGIN WITH WHAT MATTERS
Start the conversation
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Board or executive transformation
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NexGen GCC or human-AI capability
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Innovation proof and commercialization
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Role identity, work, or Data Autonomy