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A Consumer Products Organization:
Culture Change and Transformation

Problem
After having two additional business divisions added to his already substantial responsibilities, our client quickly saw that his new organizations needed a total and complete change in how they operated. This required an unflinching assessment of where they stood, where they needed to go and a plan for making the change. The company placed a high priority on solving the problems faced by his new divisions. Our client was under a lot of pressure.

Approach
Achieving this meant that all of his new managers would have expanded responsibilities and would have to learn new skills efficiently and fast. Drawing from what they already knew, they had to accommodate a change in pace and in focus. It was essential for this group to move toward taking action instead of being reactive, and to change their attitudes, from adversarial to collaborative.

We worked with the group in a process of rethinking their vision, goals, and management systems—including redefining success and how to measure it. As part of the plan we provided training and ongoing coaching to help build the new skills. We were also asked to survey “customers” in order to gauge progress.

Results
Based on this work a comprehensive action plan was quickly developed. Because the process was inclusive, everyone felt ownership and commitment. Goals, each with a blueprint for action and metrics for achievement, were set. The work with this client not only allowed the company to succeed in its core business but also fostered the reputation of the client for a unique ability to handle very difficult challenges.