After some years of a slowdown, a new leadership came on board to catalyze change. The organization structure was realigned to bring in clear accountability. The new credo of the team – 100% CAN DO’ – enabled all cross functional teams to pull ‘as one’.

‘Back-to-basics’ rigor and collaborative team-based selling was encouraged amongst all the members. Upgraded CRM / Key Account Management techniques empowered the front line to respond rapidly to changing market conditions. The launch of Eyecare related pharma products helped diversify the portfolio. Ray-Ban sunglasses divestiture, on the one hand, and cultural assimilation of the newly acquired Surgical business, on the other, were smoothly implemented.

‘Team B&L Canada’ revelled in the new momentum, as all indices of portfolio vitality (brand equity as well as Net Return on Operating Assets) showed a sharp upward swing and the entity once again started delivering quarter-on-quarter commitments.