Client Case Study
Situation: Senior Team Alignment
This global real estate and financial services company with over $1B in annual revenues was formed by a merger of a North American firm and a European/Asian firm. The North American part of the firm had grown rapidly via five strategic acquisitions and went public. The firm needed to improve its organic growth rate and operating systems to compete more efficiently.
Complications: Senior Team Alignment
Approach: Senior Team Alignment
The COO of the North American division recognized that major organizational changes were necessary in the organization. He engaged us to gain strategic alignment at the Senior Team level with the conviction that the rest of the organization could not get aligned and work effectively together until the senior leaders modeled the way.
During the company’s Senior Team Alignment Process, we helped the Senior Team become a more unified group, by:
After identifying the six most compelling strategic challenges, the Senior Team selected a group of 48 high-performance, high-potential leaders in the business to study the issues and develop solutions. Working with us, the company then launched a custom Leadership Action Learning Program to provide the cross-functional project teams with a structure and process to facilitate the successful completion of the project work.
Each project team member had the opportunity to work on their individual leadership behaviors and received 1×1 coaching and feedback from their sponsor, coach, and teammates. Each team member also had the chance to try new roles and learn about other parts of the business, in effect joining the Senior Team in the strategic decision making process. And, of course, the projects themselves yielded tangible, bottom-line results for the company.
Results: Senior Team Alignment
On an NPV basis, this win by itself was worth $30 million to the firm. In the first year, three additional assignments were won as a result of this project, generating $5 million in revenue and $1.5 million in profit in the first 12 months.
In addition, the company restructured contracts in order to receive reimbursed payroll up-front, saving the carrying charge that they had incurred in the past. For one large client alone, the company saved $200,000 annually in working capital costs.
Via the team’s efforts, and after several years of sustained work on the initiative, the company also achieved its long-term objective: earning a spot in Fortune’s 100 Best Companies to Work For.
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