Situation
Privately held $11 million manufacturer/integrator of industrial material handling systems lacked strategic direction and organizational discipline. Board had just fired the CEO for poor leadership – failing to connect effectively with employees and gain their buy-in to relevant business improvement programs that had been developed. Sales diversification was poor, with revenue highly dependent on a single customer.
Approach
Engaged by the Advisory Board as interim CEO for an initial 3-month period, with the objective of getting staff “on the same page” regarding the company’s priorities and resource allocation. Following an assessment of the business status and a series of one-on-one meetings with every employee, replaced three key managers. Initiated a comprehensive strategic planning process involving every function of the company, gaining agreement with staff on one- to three-year goals and action commitments. Implemented a new sales compensation structure to encourage customer diversification. Initiated marketing program to support awareness-creation in the industry.
Results
Board extended initial engagement to 10 months. Record revenue was achieved in first year. Company’s first strategic plan was approved by the Board. Successfully recruited a full-time CEO to the company.
Situation
Billion-dollar global market leader in radio communications equipment was experiencing a decline in revenue and profit from its International division. Management concern centered on the effectiveness of its organizational structure and leadership.
Approach
Retained by Group President to conduct a comprehensive organizational assessment of roles and responsibilities, reporting relationships, adequacy of internal business processes and effectiveness of the division’s leadership. Interviewed over 50 key employees, identified critical leadership and internal business process issues. Delivered a set of clear, actionable recommendations to management designed to improve scalability and profitability of the organization and its business model.
Results
Recommendations accepted by Group President; initiation of corrective actions.
Situation
$4 million tool-and-die manufacturer’s Owner had tired of working 60-hour weeks. Key managers were unproductive and unenthusiastic in their roles. Owner’s goal of selling the business was blocked by the fact that the business could not run without his day-to-day presence.
Approach
Retained by Owner to assess the situation, make recommendations and assist in implementation. Conducted review of internal planning and communication practices within the company – met with each employee and manager to identify common themes of need, with respect to business process and morale. Coached owner on effective planning, goal-setting, communication and delegation techniques.
Results
Business profitability was increased, morale improved and owner found more time for recreation. Increased capability and confidence among company managers positioned the business for acquisition and a resulting liquidity event for the owner.
Situation
Corporate VP for $1 billion utility company lacked “connection” and rapport with her peers, yielding difficulty in resolving issues and in gaining endorsement of her proposed policies.
Approach
Retained by VP to provide personal coaching on management and communication style. Conducted confidential interviews with 12 organizational peers, developed common themes on observed style and effectiveness, provided understanding to client on issues perceived and constructive assistance in style modification.
Results
After one year VP was promoted to oversee entire function for the five-utility parent company. President of the company stated that her overall effectiveness improvement was “remarkable and significant.”
Situation
Founder/Owner of $70 million computer services company, concerned that his method for running operations was slowing it down, desired to leave the business, but lacked clear succession-planning.
Approach
Retained by Owner to evaluate the company’s business model and service offerings, make management process recommendations and help identify succession plan options. Assessed owner’s management style with respect to the needs of the business and those of his team, recommended shifts in the services offered and target markets pursued. Recommended changes for how Owner might increase his effectiveness in directing the company and identified a rationale and process for his gradual withdrawal from the business. Developed succession plan actions to be taken.
Results
Within two years Owner merged his company with another and positioned an identified successor as President, resulting in a clear path toward retirement and a successful liquidity event.
Situation
Owner of $1 million services company, untrained in professional management techniques, complained of employee turnover, lack of loyalty and understanding of how performance in their roles was critical to the company’s success. Two disaffected former employees had recently incurred criminal indictments regarding theft of company’s customers and divulging proprietary information to competitors.
Approach
Retained by Owner to perform a thorough analysis of the day-to-day business process, planning and communication practices in the company. Implemented a process for goal-setting, accountability awareness and weekly information meetings conducted by the owner for all employees.
Results
Within four months employee productivity, morale and retention rate had improved measurably through the creation of a more cohesive culture and sense of team accountability. Owner’s enjoyment of going to work and his quality of life increased significantly. Company improved its positioning for growth.
