Orac, an international player in decorative architectural solutions, defined a clear ambition: accelerate growth across Europe through a sharper route-to-market, stronger collaboration, and a more customer-centric approach. While the strategic direction was well defined, the challenge was execution at scale.

With multiple countries, production plants, and central hubs involved, the risk was clear. Strategy could easily fragment as it moved through the organization, with teams interpreting priorities differently and alignment weakening over time.

Orac needed more than a strategy. It needed a way to make that strategy land consistently across every layer of the organization.

Business Markers supported Orac in designing and embedding this alignment.

The journey started with a large-scale international offsite bringing together country teams, plant teams, and central leadership around a shared strategic agenda. Rather than a traditional top-down cascade, the process was designed to build understanding, ownership, and alignment across all participants.

Corporate strategy was translated into clear strategic lines, followed by interactive formats where cross-functional teams explored priorities, exchanged best practices, and made explicit choices on what to adopt. Each team then translated the corporate direction into its own OGSM, defining concrete priorities, timelines, and contributions to the broader ambition.

What made the difference was the implementation architecture that followed.

A shared digital environment became the central strategic reference point, connecting all team plans across countries and functions. This created full transparency and enabled leadership to track progress in real time, while giving teams a clear and consistent framework for execution.

A structured rhythm of Monthly and Quarterly Business Reviews ensured that strategy remained active. Teams continuously reviewed progress, adjusted priorities, and coordinated across markets and functions. Dedicated roles within each team ensured ownership of the process and sustained the connection between strategy and daily execution.

The result is a truly aligned international organization. Teams across countries and plants operate with a shared understanding of priorities, a clear contribution to the overall strategy, and a consistent way of working.

Strategy is no longer something defined at headquarters and distributed. It is actively owned, updated, and executed across the entire organization.

This case illustrates how Business Markers helps international organizations turn strategic ambition into coordinated action, aligning teams, structures, and governance across geographies.