33% Fewer Touchpoints and an 11% Growth Projection: How Sidekick Streamlined Shell’s Planning Process for 33 Markets

A global marketing planning overhaul that cut complexity, saved time for local and global teams, and aligned strategy with real business cycles.

Headquartered in The Hague, Netherlands Shell is a global leader in the energy sector, operating in more than 70 countries. Within its global footprint, the Shell Global Mobility & Convenience Marketing team acts as a strategic centre of excellence. It is responsible for developing frameworks and tools that empower regional marketing teams to deliver against shared business priorities while navigating local market realities. Shell’s operating model demands a balance between global oversight and local market ownership. This tension makes planning complex but mission-critical.

The Challenge 

Shell’s Strategic Marketing Planning (SMP) process was no longer fit for purpose. After a global restructuring reduced central resourcing, the existing model relies on top-down, highly involved global participation. The process was overly rigid, duplicative, and slow, with 14 steps and 8 approval points that clashed with local business cycles.

This created inefficiencies, planning fatigue, and a perception that global support was disconnected from local needs. The challenge was to redesign the SMP process in a way that empowered local markets while preserving the strategic value of global coordination.

Here’s a snapshot of Shell Global Mobility & Convenience Marketing through the lens of Sidekick’s Entrepreneurial Design ™ Framework that looks at their 4Ps – Purpose, Passion, People and Profit:   

Shell through the lens of Sidekicks Entrepreneurial Design® Framework

The Solution 

Sidekick led a full redesign of Shell’s SMP process through a series of facilitated workshops. The work began with a current-state audit and stakeholder listening tour across three regions. Using design thinking, co-creation, and iterative prototyping, we developed a new model that:

·      Reduced steps from 14 to 6, and approvals from 8 to just 1

·      Positioned global as a strategic partner instead of a process owner

·      Created fit-for-purpose planning tools and flexible support tiering system

·      Re-centered the process around market readiness rather than the fiscal calendar

"Sidekick effectively identified pain points and gathered targeted feedback - which provided clear, actionable insights. Their leadership and approach helped us align stakeholders and implement practical, effective solutions, quickly." - Gina van Ree, Shell

The Impact 

The new planning process is set to be implemented across all 33 markets in FY26. It has already improved alignment and morale. Key outcomes include:

• 33% fewer global touchpoints, saving significant hours for both local and global teams

• Planning timelines that now reflect actual business cycles, reducing rework and budget delays

• A projected 11% increase in C3 margin and 6% growth in premium fuel sales, driven by stronger planning

• Clearer ownership and improved collaboration across markets

“Sidekick helped us find the problem, not just solve it. Their facilitation got people to raise their hands and speak honestly, which is rare.” – Russ Reimer, Shell