Client One: Global short-form video hosting service
ISSUES TO BE RESOLVED
Desire to invest in high-potential managers and executes in a fast-paced, high-growth environment.
SOLUTIONS WE DEVELOPED TOGETHER
Executives received ten hours of executive coaching and an alignment meeting with their sponsors.
Eight hours of coaching for managers as part of Leadership circles development program.
RESULTS
Included defining 12-month vision and detailed action plan to realize goals.
Many coachees promoted during or after the coaching engagement.
Client Two: Global investment banking firm
ISSUES TO BE RESOLVED
Invest in executive development at the top of the firm to establish a growth and development mindset in the firm culture.
SOLUTIONS WE DEVELOPED TOGETHER
Extensive senior executive development assessment and coaching program to 30 high-potential Managing Directors. Develop a leadership success profile to enable grooming successors.
RESULTS
Six-months of executive coaching
Concrete development plans agreed to with executive sponsors.
Clear success measures and metrics are in place by coachee.
Client Three: Fast Growing Global Molecular Information Company dedicated to a transformation in cancer care.
IssueS to be resolved
Organizational design for a fast-growing, global company acquired by a large Swiss multinational pharmaceuticals and diagnostics firm.
Its Corporate Program Management Office (CPMO) had an unclear remit and was resource constrained, limiting its ability to provide the full services needed to support the enterprise and to ensure portfolio success.
Solutions we DEVELOPED together
Hybrid, center-led organizational redesign of CPMO including:
Executive team interviews to garner leadership input and buy-in.
External benchmarking to determine PM best practices at exemplar organizations.
Developed three design options for leadership consideration and selected best-fit option for the company.
Collaborated with VP CPMO and Director OD to present to company Executive Team.
Results
Received Executive Team approval to begin implementation in Q4.
Full redesign to be implemented in six months.
Anticipated metrics include:
Enterprise programs will be delivered within one quarter of stated go-live date.
Project resources estimates will be made within higher percent of accuracy.
Rules of Engagement will be created by all program teams.
All program managers will complete Program Leadership training.
A central repository of company project tools and templates will be released.
All Executive Team approved projects will conduct a formal Project Closing Workshop within days of project closure.
Lessons learned and findings presented on a quarterly basis.
All functional project and program managers will be evaluated by the CPMO.
Client Four: Global Medical Devices Company, maker of breathing and protection equipment and noninvasive patient monitoring technologies.
Issues to be resolved:
Leadership Team Effectiveness intervention to bring the team together for greater cohesion, trust, and conflict resolution:
Leadership team of thirteen members had been an intact team for two years with two new team members.
Company used to have a functional structure in place. Recently moved to cross-functional. In the US, all functions roll up to the President.
Lingering issues of trust and challenging conflict resolution escalating to President and HR Head.
Team is somewhat resistant to go to German headquarters for guidance or assistance.
Solutions we DEVELOPED together:
Thorough two-day leadership team offsite meeting:
Completed an in-depth life story exercise to help team members get to know each other at a deeper level.
Evaluated team progress since last team offsite in five key dimensions; Identified three areas still requiring attention: team effectiveness, trust, and conflict.
Determined and shared team and individual Myers Briggs Type Indicator (MBTI) profiles and their implications for team dynamics.
Analyzed and validated magnitude of issues using the Goals, Roles, Process, and Interpersonal Relations (GRPI) models.
Brainstormed and key action areas to a vital few list of four priorities.
Results:
Leadership team assigned members to four key work teams to address open issues.
Progress against Team Commitments and adherence to Guiding Principles being assesses regularly.
Team is addressing issues of trust and conflict via monthly team coaching sessions and individual coaching to maintain momentum.
Client Five: Global medical technology solutions provider and custom manufacturer
ISSUES TO BE RESOLVED
Newly formed company with multiple legacy entities; resulting in disparate and/or redundant processes, metrics, roles and responsibilities. Little integration across functions and business units. No common culture.
SOLUTIONS WE DEVELOPED TOGETHER
Organizational redesign including:
Executive team interviews
Organizational assessment
Defined organizational design principles.
Conducted an executive off-site organization building workshop to generate redesign options, weighing the pros and cons of each.
Collaborated with CEO and CHRO preparing to present to the Board of Directors
RESULTS
Exec team generated three org design options addressing:
spans of control
greater operational focus
research and development governance
site/manufacturing footprint
scalability
change management
clear accountability and metrics
Selected the best-fit option for the company.
Received Board of Directors approval.
Timely implementation of new design