Stefano Bianchi

Stefano Bianchi is a Partner at Strategy& with over 15 years of consulting experience. He leads the Industrial Products & Manufacturing practice in Italy, and specialises in corporate strategy design and operations, primarily working with industrial players in Italy, Europe and the US.

His key areas of focus are:

• Business Strategy and growth into new geographies, new segments, new products/services 

• Business Model innovation and digital transformations

• Corporate Development, identifying and evaluating targets for inorganic growth (M&A) 

• Large-scale change management programs, including post-merger integration

• Operational excellence and End-to-End Supply Chain optimisation

Examples of recent assignments include:

• Go-to-market strategy and 5y Industrial Plan for a Global Railway player, analysing the market size & trends and the competitive landscape to identify the commercial opportunities to be addressed by region/segment leveraging its distinctive capabilities

• Strategic repositioning and international growth plan for an Italian Infrastructural player, analysing the international market outlook and assessing the main opportunities/risks, with the estimate of the financial impact and capabilities requirements

• Development of the 5y Industrial Plan for a global White Goods player underpinned by several strategic and operational initiatives in 8 European regions

• Innovation roadmap design for a global industrial player, identifying the most innovative ideas and PoC to be developed through the review of the open innovation process, the set-up of the innovation platform and of the trend-watching tool

• Digital transformation of a global industrial player, through the definition of the 5 years innovation pipeline, the assessment of the required capabilities, the set-up of the physical innovation center, the design of the hiring program, the selection of the digital players creating the external ecosystem, the incubation of first innovation sprints

• Manufacturing footprint rationalisation for a global industrial player, including internalisation of volumes, plants’ restructuring, risk mitigation actions, negotiations with local/national unions and institutions 

• Production optimisation for a Rolling stock player, through a lean manufacturing program aimed at reducing production costs, time and quality defects

• Post-Merger Integration (PMI) of a digital player, including both the pre-merger and post-merger planning for a large Railway company

• Post-Merger-Integration (PMI) of a global construction player, through the integration of the Head Office functions and the review of the role of the centre vs. branches