Eureka Case 30 min Undergrad

The Three-Year Promise

You are Mireia, 45, CEO of Sendara, a Catalan logistics firm. Twelve months ago you promised the board a three-year transformation. You are at the end of year 1. Some workstreams are on track. Some are not. The board wants to know what year 2 looks like.

The situation

Sendara has 1,400 employees, €280M revenue, and a 38-year history. The original 3-year plan had five workstreams: digital ops platform, LatAm expansion (Mexico + Colombia), pricing modernization, talent upgrade, and governance preparation for a possible IPO in year 4.

Year 1 cost €38M in transformation spend. Year 2 budget approved at €42M, but the CFO has flagged that if all five workstreams continue at planned pace, the cash drag in year 2 will be uncomfortable. The board chair, on Friday, said: "We don't expect miracles. We expect a clear-eyed view of what year 2 looks like."

Your job in this case: review where each workstream actually is at the year-1 mark, decide how to allocate year-2 resources, and commit to a pacing strategy. Three-year transformations fail more often by trying to do everything at the same pace than by missing any one workstream.

The decision

How do you pace year 2?

  • A · Accelerate all five
  • B · Hold pace, fix quality
  • C · Refocus on three

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