Practical operating systems
Clear decision roles, a weekly review cadence, and visible progress tracking. The team moved from ad-hoc responses to structured, accountable execution.
Case Study
Atlas Copco Power Technique: a capability and operating transformation
How the Power Technique function moved from reactive support to strategic business enabler, through a practical operating system and a competence program built for daily adoption. The program is the centerpiece.
This engagement is our proof of the embed-it half of how we work: building the capability and operating rhythm that make performance hold. The diagnose and fix-the-engine half is proven by Sergio's operator track record.
Power Technique
Business Area, global industrial technology
Multi-region
Decentralized operating structure
Multi-year
Modular, multi-year competence curriculum, deployed worldwide
Client profile
A decentralized global leader
Atlas Copco Group is a global industrial technology leader with a highly decentralized operational structure. This engagement focused on the Power Technique Business Area (PTBA), a division managing complex, capital-intensive equipment solutions across multiple regions.
The challenge
A function stuck in reactive mode
The PTBA communications function faced a critical inflection point. Despite strong high-level strategy, the team operated as a reactive service provider rather than a strategic business enabler.
The growth bottleneck
Rapid scaling and decentralization created decision-making gridlock and fragmented resources across shadow priorities.
Capability and fluency gaps
The team lacked the data confidence and technical depth needed to partner credibly with engineering and sales peers.
Strategy-to-execution misalignment
High-level vision lacked a practical operating system. GTM strategy and daily execution were disconnected.
Our approach
Adoption-led transformation
Most transformations fail because they lack behavioral integration. We installed a practical operating system designed for daily adoption, not just announced change.
Adoption over frameworks
Rather than distributing playbooks, we embedded leaders as coaches. New behaviors were practiced in real work, reinforced through feedback, and tracked for consistency.
Business-enabling functions
The communications function was repositioned as a business enabler, learning to speak the language of operations, sales and finance, moving from cost center to value creator.
The solution
A global competence program
In partnership with Atlas Copco experts, we co-created a modular, multi-year competence curriculum, six modules made up of roughly 25 courses, deployed across Atlas Copco's global organization. It is the centerpiece of the broader Power Technique transformation.
- Module 1: Foundations. Group mission, PTBA portfolio, financial processes, sales and marketing funnel
- Module 2: Brand & Communication. Brand positioning, customer journey, buyer personas
- Module 3: Integrated Marketing Communication. Campaign efficacy through sales alignment
- Modules 4 & 5: Digital Communication & Analytics. Data-driven decision-making, system literacy, digital fluency
- Executive module. Leadership focus on brand perception as a business driver and product differentiation
Outcomes
From reactive to strategic
Mindset
Before: Reactive support
After: Proactive business enabler
Technical fluency
Before: Gaps in data and systems
After: Data-literate, technical parity
Operational cadence
Before: Fragmented, shadow priorities
After: Clear decision roles, aligned rhythms
Business alignment
Before: Disconnected from GTM
After: Unified strategy across regions
- Recalibrated leadership: Executives now coach to clear standards
- Accelerated proficiency: New-hire onboarding significantly reduced
- Institutionalized innovation: A reference point for competence-driven transformation
Why Vaz Lopes Group
Senior practitioners, not template consultants
Atlas Copco worked with Vaz Lopes Group because we operate as senior practitioners who have led change in complex, global, capital-intensive environments. For PTBA, this meant we could speak the language of engineering and operations peers, a prerequisite for a communications function to credibly enable growth.
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The complete implementation detail
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