Top 60 leaders , Global pharmaceutical company. After a merger of two pharmaceutical companies how do they align different processes around the world and bridge cultural differences to create one global organization? We coached the top 60 leaders, conducted organizational diagnostic to identify the key merger issues, facilitated interactive leadership meetings to shape the new organization. The outcome was savings of $1 billion and one integrated global organization with aligned processes.
MD, financial services company. A professional services firm merged with an IT company causing partners roles to change and requiring them to be much more aggressively sales focused. We coached the MD to develop into his new role, provided psychometrics to understand his motivation and needs, and then coached him to identify steps to win major business and negotiate appropriate rewards.
A global project team, brewing. The organisation needed its IT team to ‘hit the ground running’ and deliver new systems against the clock. The challenge was for the new team leader to quickly get up to speed and build understanding amongst team members from 6 countries. Coaching helped build cross cultural understanding and establish groundrules for engagement. The team leader is delighted that they are delivering on time, to quality and hitting project milestones.
MD, entertainments group. The challenge was to reinvent a well known, but tired cinema brand so that it would appeal to a younger audience. We coached the MD and his board to develop a vision and translate this into a business and people strategy. The brand now has a new identity and has captured more of the youth market.
Top 120, high street retailer. The company had a long serving and loyal compliant workforce sought to create a more pro-active culture. We coached the top 60 and then delivered coaching skills workshops to the top 120. We also delivered a Train the Trainer programme to develop 5 internal champions. Coaching has now been adopted at all levels and the culture is more pro-active and performance orientated.
GM , Global pharmaceutical company. When the leader joined the company his challenge was to quickly establish the key issues and discover the ‘pulse’ of the organization. We conducted a listening exercise with the top 80 leaders to identify the key issues, reported back to the leader, then provided coaching to support implementation of the key changes. This resulted in definition of a BHAG (big hairy audacious goal) to focus the portfolio.
Director, FMCG company. The sales director was promoted to GM. Coaching enabled him to understand his current leadership style (coercive) and move to a more empowering style. We facilitated a highly participative strategy and implementation process. This created a much more empowered culture. The leader was so highly regarded that he was head hunted to lead a turnaround project in another part of the business.
CEO, financial services business. Over an short, focused period of coaching the CEO identified his priority as turning around poor profit performance. Coaching helped him to clarify the key levers and to identify the key role of the top team in driving performance. The CEO lead the firm to quickly get back on track with hitting its profit goals.
CEO, public sector transport organization. The challenge was to introduce a congestion charging system to the whole of London when this had never been done before anywhere in the world. We coached the leader to clarify vision and problem solve around key business issues. The system has confounded the sceptics by being introduced on time and on budget.
15 high potentials, Global pharmaceutical company. The challenge was to retain and develop its top talent. We coached the brightest sales reps as a group over a year. Their performance was impressive – several of the group won awards for their results. 1/3 of the group have been promoted and the HRD is delighted.
BEE fast track appointment, IT company. The firm wanted to fast track its young BEE talent so that the company can complete in a market place that expects and requires transformation. We coaches the young executive, did psychometric profiling to improve team work, turned around limiting beliefs. The young executive has been promoted rapidly through the ranks and is confident, capable and highly regarded.
MDs and senior managers, engineering company. The company realized that succession planning was vital. We set up a process to select mentors, trained them in coaching skills, provided ongoing feedback and development. An independent research project showed that the development programme had made the mentors significantly more confident and capable.