Engaging to Execute a New Strategy: Technology Manufacturer

 Leading for Engagement at a Technology Company

Client Case Study

Situation

A large, highly respected global technology manufacturer changed its strategy to remain competitive in its market segment and financially viable as an ongoing entity.

The new strategy fundamentally re-positioned the company from commoditized offerings to value-added services and high margin products.

Complications

After two years, major functional groups in the company had yet to adopt the new philosophy or implement enabling strategies.

People were also highly skeptical about the new strategy succeeding. Finally, implementation would require substantial effort throughout the company with significant change in the following functions:

  • Product development needed to completely revamp their R&D focus
  • Manufacturing had to retool much of their production operations
  • Sales needed to redefine the sales process and target audience

Approach

The company embarked on a comprehensive, structured process working with intact teams to create implementation plans and actions. The process, supported by training and consulting, was cascaded down through the organization with the following objectives:

  1. Align all efforts in the organization around the achievement of the new strategy
  2. Engage each group and individual in a process to create ownership around goals and objectives need to successfully implement the strategy
  3. Develop capacity for change within the workforce to facilitate the transition from old to new ways of doing business

Results

  • 22.6% increase in Q4 revenue over the prior year
  • 6.5% gross margin improvement from the prior year ( to 61.4 %, up from 54.7 % )
  • 150 new products supporting the new model where developed and launched
  • Significant measurable increases in commitment/action to the new strategy
  • Measurable increases in virtually every dimension of engagement

Related Information

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