ASSA ABLOY solutions are used every day around the world. They can be found in homes and businesses, as well as in organizations across a wide range of industries. If you’ve walked through an automatic door, stayed at a hotel, or gone through passport control, you’ve probably used one of ASSA ABLOY’s products or services.
The ASSA ABLOY Group is the world’s leading provider of access solutions. The Group operates globally with 52,000 employees and worldwide revenue of 121 billion SEK (2022). With its strong brands in the areas of access, identity management, and entrance automation, the Group is one of the leading providers. ASSA ABLOY’s innovations enable secure and convenient access to physical and digital spaces. Every day, we help billions of people experience a more open and secure world.
The company’s decentralized structure, with strong local brands and a focused customer orientation, brings both advantages and challenges. Companies of this size, with such an extensive and complex portfolio, face a particular challenge in finding the optimal balance between synergy and customer orientation. Trends such as digitalization, mobile solutions, and an increased need for security—coupled with convenience and standardization—contrast with a history of organic growth and acquisitions. This often requires optimizing the portfolio to leverage R&D potential and synergies today and create opportunities for tomorrow.
The product portfolio analysis focused on the broad portfolio of digital access solutions in the EMEIA region. Working with an interdisciplinary ASSA ABLOY team and experts from 3DSE, we were able to implement key steps to optimize our portfolio within just three months. Crucial to this process were the structured, methodical approach, the preparation and analysis of data, and a keen sense of what was practically feasible in order to identify potential opportunities and derive recommendations for action. Workshops were combined with panel sessions to incorporate feedback from key stakeholders within the organization.
Portfolio initiatives will only lead to sustainable results if the organization as a whole is on board and is realigned step by step. In parallel with short-term portfolio initiatives, we have therefore launched accompanying measures to align the complexity of both the portfolio and the organization with the market and our customers. “Thanks to 3DSE’s expertise in portfolio analysis and methodology, combined with its market- and customer-focused approach, we have succeeded in creating clarity and direction regarding the restructuring of our complex portfolio.”
