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A Multinational Service Organization:
Building a Senior Team and Leading
a Major Change Simultaneously

Problem
Soon after a new chief executive was put in place, she appointed a new COO. Both were seasoned, skilled executives. The challenges they faced in the new situation, however, required setting a new direction and priorities and reshaping the organization. Time frame was another factor because there simply was not enough time to climb a learning curve.

Approach
For them to succeed, the executive team had to decide a clear direction and learn to work together quickly in moving toward the new goals. It was important that there was buy-in on the part of all the managers, both in aligning with the goals and in establishing new management processes. Everyone had to carry more responsibility and master new skills.

Our task was to work with the executive team to define the process for change, identify the goals, and communicate them broadly. We guided an organization wide change effort led by the senior team. Throughout this process we coached both the CEO and COO.

Results
The goals were clearly stated and widely disseminated. A multi-year strategy for achieving them and a detailed action plan were conveyed throughout all levels of the organization. Progress was also clearly defined and mechanisms for monitoring it were put in place. The formation of a cohesive, integrated senior leadership team gave this group clarity of expectation, sense of direction and a practical understanding of what was important. The organization wide change effort succeeded in bringing a new focus, management systems, and sense of energy into the organization. The CEO and COO proved to be very effective leaders.