Eureka Case 30 min Undergrad

Form Follows Strategy

You are Mateo Bohórquez-Lozada, 49, eleven weeks into your new role as CEO of Saludía Andina, a Bogotá-based mid-cap consumer-health firm. The strategy you sold to the board was clear. The org chart you inherited is not.

The situation

Saludía Andina sells vitamins, probiotics, women's-health and dermocosmetic products under five brands. COP 480bn revenue, 1,640 employees, 14 years old, controlled by Andean PE house Cordillera Capital (62%) with a 24-month exit window. Historically organized as five functional silos — Operations, Commercial, Marketing, R&D, Finance — reporting straight to the CEO. The model worked at 800-person scale; at 1,640 it groans.

Your strategy, approved in the March board, has three pillars: (1) shift from pharmacy-wholesale to direct omnichannel (own e-commerce + brand stores + marketplaces), (2) expand into Peru and Ecuador in Y2, and (3) launch the women's-health brand Mariposa as a separate identity. The CFO Sofía Carvajal-Bermúdez, the CMO Esteban Holguín-Restrepo, and the COO Camilo Restrepo-Aguirre have all individually told you "the structure is the problem" — but each has a different structure in mind. The Strategy Committee meets in 18 days.

Your job in this case: diagnose where the current functional structure breaks against the new strategy, model what each candidate structure costs in coordination overhead and speed, and pick a structure to propose to the Strategy Committee. Chandler's "structure follows strategy" is the easy part; matching the form to the specific shape of your strategy is not.

The decision

What structure do you bring to the Strategy Committee?

  • A · Keep functional, add a Brands Office + Country GMs
  • B · Brand-led matrix overlay, phased over 9 months
  • C · Full divisional restructure inside 4 months

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