Case studies
CASE STUDY: Creating a cohesive global management team
What was happening:
The European IT director of a multinational manufacturing organisation wanted regional directors to work more efficiently. IT Directors operated separately and independently, rather than collaboratively. This had an adverse effect on Pan-European initiatives, which took too long to get off the ground or stalled completely.
What we did:
We designed a whole team programme for all senior directors and key executives across Europe. Firstly, we ran a series of workshops where groups built a shared understanding of what was happening across the organisation. Next, a two-day session with all directors was held, where they made a commitment to a truly integrated Pan European team approach, and put in place action plans to help them achieve business-focused collaboration.
The results:
A huge amount of energy was released and previously stalled projects were delivered. Regional conflicts still occurred, but as their root causes were more clearly understood, they were worked through constructively. The European IT directors also began to work together to create technological innovation for the organisation.
CASE STUDY: Working across boundaries in a global organisation
What was happening:
This global client operates in over 160 countries, with a staggeringly strong brand. The sales leaders recognised that they could capitalise on this powerful position by offering clients a truly global service. But first they had to overcome some of the cultural baggage produced by rapid growth and regionalisation.
Leaders of country sales teams had territorial mindsets, did not see themselves as part of a network, and were not using their global resources to develop business strategically.
Cross-boundary deals often involved in-fighting and frequently took too long, causing clients to pull out of deals. They needed to look beyond one-off deals and create sustained collaboration for future
What we did:
Working with the strategic team we designed a development programme for the company’s sales leaders to develop their:
- personal leadership – to lift the level of leadership of the sales teams
- collaborative leadership – to create a collective knowledge of the organisation’s diverse markets and identify common themes, connections and opportunities.
- strategic leadership – To identify the issues holding back the sales teams and their causes; track changes in the business environment; and plan the path forward.
The results:
The client benefited immediately from a series of six-figure international deals which they attribute directly to the programme.
Participants reported more productive and energised sales teams as a result of their changed leadership, and “not just more selling, but a better quality of selling”.
The strategic input and recommendations from the sales leaders has also become an integral part of the organisation’s strategic process.
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