Challenge: The new Chairman & CEO of a successful mid-market electronics manufacturing company was at a turning point. The company had established aggressive growth targets despite a major downturn in their traditional market. In order to succeed he needed three division presidents accustomed to operating independently to significantly alter their working style. These executives, accustomed to working autonomously, were now being asked to work together as a team and respond collaboratively to the dramatically changing business environment. The Chairman & CEO knew he had to take a different approach to strategic planning after meetings he had led broke down because of arguments three times within the year. Read More
Success Stories Overview
Challenge: The president of a division of a large manufacturing company needed a quick resolution to integration. They had merged three other divisions into one organization to create economy of scale with increased efficiency. However, the structure of new business unit was a convoluted hodge-podge of un-integrated legacy positions. The uncertainty, inefficiency and conflict caused by this post-integration disorder was interfering with the original vision for a more streamlined and cost-effective business unit The executive team needed to achieve greater operational consistency to improve organizational performance to support their ambitious growth objectives.Read More
Challenge: The new CEO of a highly successful mid-market services company was facing a dilemma. He needed to dramatically increase momentum of scaling for aggressive growth. To accomplish this, he envisioned transforming the company’s culture from one with many hierarchical silos to one where executives, managers and employees were more collaborative, innovative and productive. However, all was not going as planned. Read More
Challenge: Senior executives of a large manufacturing company needed to accelerate revenue growth and increase profitability of their go-to-market operations. The processes they used to develop and test new products were too slow and not accurate enough, resulting in too many situations where redesign and re-testing was needed. They identified a strong need to reduce time and expense of product development and accelerate launch schedules, but were not satisfied with the current rate of progress.Read More
Challenge: A leading multinational consumer products company had highly aggressive plans for expanding its business in China ten-fold in 7 years. This included launching an array of products worth tens of millions of dollars within the year. They needed to accelerate launch plans while doubling their technical talent in the highly competitive Chinese labor market. They also had to move forward on plans to reorganize the Chinese R&D unit, and to relocate to a new city to be near the marketing team.
The executive team of the Chinese R&D unit had agreed to the ambitious goals and timelines. However, they had missed several key milestones, and their launch targets were at serious risk. The head of Global R&D was mystified by the slow progress He needed to take decisive action to prevent a “derailment” of this division and restore the critical momentum they needed to meet their objectives.