A strategy roadmap to become world leader

  • Advisory

Reason of being for the project : to develop a strategic roadmap for the vegetable seeds division of Limagrain


Developing the strategic roadmap was key at least for 3 reasons :

  • Could the weak or non-coverage of certain strategic segments endanger its worldwide leadership in the vegetable seeds activities
  • What consequence would the decision to cover new segments have on organization and governance of the division
  • How to develop a strong consensus among the division’s executives on the 2 above points, everyone’s position at the beginning of the project being far away from such a consensus


  • 5000 personnes

  • 49 pays


  • Stratégie

  • Consultance

  • Facilitation


1 consultant en stratégie


2 ans



Reason of being for the project

to develop a strategic roadmap for the vegetable seeds division of Limagrain


Limagrain is a major French player in the field of agriculture science (seeds)

and some downstream activities (bakery, …)


Its position in the vegetable seeds activity when the project started was in progress of becoming the WW leader


Limagrain’ s presence in vegetable seeds is significant in key segments

but less significant and even close to 0 in others


The key question was consequently

what segments’ coverage for the Limagrain’ s vegetable seeds’ division to comfort its WW leadership


A satisfying solution thanks to our approach

Progress Consulting has developped a strong methodology to qualitatively and quantitatively measure synergies between different segments of a field of activity

Such a methodology is “factualizing” the interest of covering or not a segment :

  • No synergies (1+1=2) -> no competitive advantage to cover the segment
  • Synergies (1+1>2) there is a competitive advantage to cover both segments
Such an approach can consequently factualize the necessity to cover or not a segment -> hence facilitating the consensus on such a difficult solution
A similar methodology will also help the organizational design if the decision is taken to cover a new segment, helping to define what is transverse and what is specific to 2 segments


A serie of substancial benefits

  • A strong consensus on what segment coverage to be achieved
  • A strong consensus on the organizational impacts of the segments’ coverage decisions
  • A relatively easy “free flow” implementation of the strategic and organizational change given the amount of consensus existing on the changes to be implemented
  • Last news received by Progress Consulting were twofold :
    • A strong enthusiasm from the vegetable seeds division’ management team in the process of implementing the roadmap
    • The vegetable seeds division’ head has been promoted to the job of Limagrain’ Group deputy CEO

Don’t take it from us.
Hear from our client.


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