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Challenge

The project was born as part of a general structural change of the Texo group and its companies and working on the board ofdirectors and NASTA was defined as the first company that was going to run this change process. Basically the idea was toempower Nasta in a process of changing the business model, adjusting the business model and defining the strategy in theportfolio of products and services and, above all, the structure of the key processes to achieve this change.

Context

It was believed that greater focus needed to be placed on certain issues. They needed to standardize some processes and have a really different value proposition to the market.

Solution

STRUCTURAL CHANGES It is a process that lasts between four and six months, from the definition, the diagnosis, to having theplan put together. Priorities and those responsible are defined so that the operational change is reflected in a change in the business model. ORDER IN PROCESSES Comprehensive review of the business including the brand, organizational structure and processes. STRATEGY AND ACTION PLAN Methodology to assign resources, definition of tasks, deadlines and priorities thatallow for monitoring and control.

Result

«What we liked most about the entire process, the entire team I am working with, is that they help us materialize all those doubtsor all these initiatives that cannot be materialized. We really had a lot of valuable information from clients, about what Craftingcould also provide us, understanding a little about how all industries work. That was what we liked most about the entire process, having very accurate and truthful information about everything and above all being able to make those things come true and thateverything has a deadline, as if it were becoming a reality. . All of this was probably reflected in a very general strategy.” – Natalia Gill, Commercial Manager