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A Case Study in Leading - Organizational Transformation

Problem

The North American division of a multinational manufacturing group had a pattern of implementing erratic, unfocused development efforts throughout the organization. Programs implemented one year were quickly replaced by a new program the following year, leading to a "flavor-of-the-month" skepticism that undermined early efforts and greatly diminished receptiveness to later efforts. A lack of focus around organizational development was causing excessive spending with little measurable impact.

What We Did

Given the lack of organizational focus around objectives and development efforts, SGA began its work with the senior leadership of each business unit. Through an on going set of interventions, SGA helped leadership teams clarify and communicate each group's value propositions and critical success factors.

The strategy developed by the leadership team was communicated to managers as part of a comprehensive management and leadership development program. This initiative served the dual purpose of building managers' skills and propagating the business strategy. Building managers' awareness of overall strategy allowed them to evaluate direct reports' development activities in terms of the business goals.

The final stage of the centralized program assessed the organization's culture and identified the differentiators from effective norms. This gap analysis was used to identify organizational areas for development and build a code of conduct to address deficient areas.

In parallel to ongoing management development, all development efforts within the organization were evaluated and realigned to ensure they were in support of business goals. This evaluation took place at the level of one-time individual development activities as well as large scale, unit wide programs.

Results

Clearly articulated strategies are being used to drive business unit staff meetings. Mission critical development activities have been initiated in pursuit of business goals. Managers, with a clearer awareness of goals, are better able to evaluate development activities.

A Case Study in Leading - Strategic Alignment, Structures, and Practices.

Problem

Starting as a collection of leading technicians in their respective crafts, this commercial real estate developer had doubled its staff annually. Informal management techniques had been successful to date, but their new increased size, combined with new professionals who were accustomed to more structured management practices, necessitated changes in their management practices.

What We Did

Though we were originally asked to provide a "management training program", given that the executives were in considerable disagreement as to what these priorities should be, we convinced our client to first clarify the company's strategic priorities. A three-day workshop enabled the company to clarify its business strategy, identify critical issues that needed to be addressed in order to pursue this strategy with success, and establish task forces to deal with these issues.

We then prescribed the adoption of a new organizational structure, consistent with the present size and strategic priorities, which re-arranged reporting relationships and practices throughout the company. Our recommendations were implemented within six weeks.

We surveyed the entire company to evaluate existing management practices, and held a series of three-day management workshops for everyone in the company. During these workshops, participants identified specific management practices or issues that affected them, and set specific goals for the changes they would make. The goals translated into "Action Plans", causing the company to divide into three teams, each competing for the distinction of the highest incidence of contract completion.

Four months after we completed the workshops, through interviews and surveys, the Action Plans of every employee were reviewed, progress was discussed, further coaching was offered, and new issues were identified.

The Results

The incidence of contract completion exceeded a remarkable 85%, morale and communication improved significantly, and the office relocated to new premises without interruption to its productivity.

The second survey indicated improvement in most categories of management practice. Overall satisfaction with our intervention was very high.

Testimonial

"I am, to this day, amazed at the improvement we saw five years after the project ended. We are still saving money and seeing other benefits. This was a great initiative for all of us."

A Case Study in Leading - Leadership and Management Skills

Problem

This client was plagued with low productivity, poor customer service, and poor labor/management relations. The owners were white, while the company was run and staffed by African-Americans. Tensions due to poor management practices and attitudes, a long history of the abusive treatment of union members, and racial prejudice greatly hampered progress.

What We Did

We interviewed all members of the executive, plus selected department heads, representatives of the first-line supervisory staff, as well as representatives of the union leadership. A report was provided to management, which summarized the range of management issues uncovered in these interviews, as well as a series of recommendations.

Following these recommendations, a five-day workshop was developed and delivered to the executive team, during which mission statements were developed and a range of new management practices were discussed and agreed.

Months later, a four-day version of the program, tailored to address issues of respect and performance within the company, was rolled out to all management and supervisory staff. In addition, we prepared and implemented a tailored workshop on Win/Win negotiations for members of the management and union contract negotiation teams. And finally, we mediated a series of meetings between management and labor to assure that the concerns of both parties were addressed.

The Results

Progress has been made in some departments. A clear improvement in cooperation and productivity is evident across the company, with continuing improvement still needed. A schedule of additional coaching, training and group facilitating sessions are underway.