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Astrapak June 09 www. bus- ex. com 35 divisions: rigids, films, flexibles and industrials. " And at the end of the day, we found that certain parts of the flexible division didn't answer all those questions, so we took the decision to offload those companies and focus on our core businesses within films and rigids," he said. The disposal of these flexible businesses to Afripack Consumer Flexibles ( Pty) Limited is currently under way and is expected to be completed towards the end of July 2009. To address the loosely knit nature of the business and create an integrated group where every element supports the group's objectives rather than those of an individual division or company, Baglione has made signifi cant changes to the group structure. The original four divisions have now been organised as business units, each of them with a clear focus and a clear reporting structure. " What this has done is create a united front as opposed to divisions. I want everyone to perform well, and to perform as part of the group. All that remains to be done with this now is the fi ne tuning." Creating a group- wide structure based around business units has also addressed another vital business Visible proof of the operational value CCI- GrowthCon delivers is illustrated by Astrapak, South Africa's leading plastics packaging manufacturer. Currently involved in 17 Astrapak sites in both the Rigids and Films divisions, group wide ROI escalated to 160 percent within the fi rst 18 months of best practice implementation, while on a site- specifi c level it soared as high as 550 percent. This was achieved via a tailored approach to each site's specifi c performance and cultural requirements, thus increasing speed of implementation and reducing consulting support time. CCI- GrowthCon retired and Marco Baglione took up the reins, his role being to guide the company from a medium size to large. One of the first things Baglione initiated was a complete review of the company, looking at its underlying assets, its performance and its position in the market place- and examining all of these in the context of the rapidly changing national and global marketplace. " Quite frankly we established that we had very good market position, we were asset rich and we had good combinations of people. But the changes required to move an organisation successfully from a medium to a large size are considerable," Baglione continued. " There are a lot of entrepreneurs who can run small to medium- sized operations but there are very few who can actually run big operations. We've got to be very careful now to get the balance right." Based on the findings of the review, Baglione created an action plan which included strengthening and realigning the management teams, creating a much more closely knit organisational structure, and consolidating the company's assets. " We are refocusing, reorganising and essentially creating a business model to suit today's environment," he said. To begin the consolidation phase he initiated an examination of each of the companies within the group. " We took a view on a whole bunch of things. We wanted to establish a geographical position of note. We wanted to make sure we could extract synergies on things like materials, and we wanted to make sure we had great market position." Historically, Astrapak had been structured into four