Achieve greater organizational alignment towards strategic goals and a sense of shared purpose across the organization
Realizing
the benefits of radical strategic changes such as a post-M&A restructuring
or capturing a new market opportunity, takes a large, coordinated effort that
affects the cultural fabric of the entire organization. In these rapid-changing
environments, leaders seek to infuse a cultural style that is consistent with
the strategic direction of the company, and conducive to achieving its
long-term objectives.
Shifting
organizational cultures involves changing various aspects of an organization,
from functional roles to key processes, individual skillsets, conversational
practices, and company narratives and values. Beginning with our proprietary,
data-backed cultural assessment, we seek to understand the cultural drivers of
the organization, within the larger strategic shift our client is undergoing.
Through the engagement, we work closely
alongside our clients to understand market and business shifts underway that will inform the design of a program and will empower the employees towards the appropriate behaviors.
Employing change management practices focused on commitment and trust, we help client teams break down functional and cultural barriers, and embed behaviors which change the way people work, achieving breakthrough results.
A
European hydropower generation company had been growing rapidly through
acquisitions over several years,
and
consisted of a number of different
corporate cultures across multiple countries. They were in major need of a
reorganization.
We
were brought in to help them build one global brand, secure the expected
benefits from their mergers, and double the business in a 5-year cycle.
Our
client knew that to meet their goals, they needed to radically change the way
they had been working and focus on collaboration across geographies, as well as
cultural and functional silos.
Our
initial diagnosis highlighted that the company was hemorrhaging cash at
different points throughout the entire process to build new hydropower
generation plants, eroding initial margins from around 35% to -10%, in
different projects.
We
worked hand-in-hand with
the lead engineering design teams at the main company locations (in Germany,
Brazil, China and the US) to create an ‘esprit de corp’ and an alignment
towards the new strategy.
We also brought commitment-based
principles to the redesign of all operational processes, from the Opportunity
to Order (OTO) to the Order to Cash (OTC) processes, as well as the project
management practices.
We
ensured a rigorous execution of all aspects of the engineering design work pre-
and post-bid, in a coordinated effort to secure a profitable design and a
flawless execution of each project.
We
designed and implemented key management practices for the global leadership
team to monitor progress on each project around the world, bringing visibility
to key issues and decision-making points.
Our
client achieved their double-digit profitability goals and continued employing
the cultural and process framework through their organization for years to
come.
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