THE CHALLENGE: Sales
Organization Decentralization
A large privately
held publishing company required the Sales EVP to take
on broader corporate responsibilities following
the loss of the head of the company. He chose to decentralize
the Sales function to three regions headed by Regional Sales
VPs, and promoted in-house sales leads into these positions.
I worked with the newly appointed Western Region Sales VP.
APPROACH & RESULTS:
The newly appointed VP reviewed weaknesses
and strengths at each of her offices. We worked on and implemented
a plan to create a 'Regional Culture' in order to create
a team out of these previously isolated offices. The VP was
coached
on the transition to the new responsibilities of being a
representative of the company from both fiscal and competitive
positions.
We faced doubts and fears head on and successfully strategized
how to turn these into assets. She created new strong relationships
with the executives in the home office, and assumed a leadership
position vis a vis the other regional VPs.
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THE CHALLENGE: Post
Acquisition Restructuring
An offshore multi-national purchased
a successful technology firm. The founder and 50% owner chose
to stay in place as President, while his partner chose a
limited tenure. With the departure of the partner, and new
accountability offshore, the President faced struggles in
managing the organization.
APPROACH & RESULTS:
It became evident that the president had not re-framed
his new role within the company, and had not revisited the
business
strategy.
Clarification of current goals and targets with a mind to relationships
with the holding company was the first step. A review of the
responsibilities
held by senior team members helped the president to restructure
the responsibilities
and replace one executive team member. It freed up the president from some
responsibilities so that he could refocus on the new business strategy
and visioning areas to grow the business.
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THE CHALLENGE: Executive
Burnout
A CTO of a high technology firm was
passed over for a desired position. His relationships with
other executive members and the CEO deteriorated, and he
suffered credibility
loss in the management of his own organization.
APPROACH & RESULTS:
Discussions
with the client revealed that his career hopes for COO had been dealt a
harsh blow when he lost out on the desired position.
In addition, it was revealed that other executives had been seeing him narrowly
as a specialist in his discipline. We strategized, and put in place a plan
to reposition him as a broader member of the executive team,
while at the same time
investigating a CEO possibility with another firm. The client's relationship
with the CEO and his peers was repaired. The new broader based projects he
championed re-energized him, and re-engaged him with his company.
He chose to stay rather
than pursuing outside options, now feeling confident that those options were
available to him.
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