A privately held company was acquired by a Fortune 500, sparking widespread organizational culture and structure issues. The challenge: transform two former competitors into one, seamless industry leader.
The Regional Managing Partner of this international consulting firm was handed some dreadful People Survey data, which showed his region to be the poorest performing region in terms of talent management and organizational performance. These results were wholly unacceptable to a firm that aspired to be the world’s premiere professional service firm...and this partner was being taken to task.
Vying for a promotion, this stellar, individual contributor needed to broaden his focus. While highly successful in his current role, it remained to be seen whether he could benefit from executive development and transition to a more strategic position.
A president in this Fortune Private 500 discovered that people at all levels of his division were disatisfied. He was concerned how this level of morale was affecting the functioning of his top tier of managers.
A dynamic founder created an even more dynamic nonprofit organization. The challenge came when it was time for the organization to develop its own heart and soul...separate from his.
Succession planning was not happening in this FOB because Dad (the founder) was avoiding the task of choosing one son over another. What was needed was an objective assessment of both sons and their potential for taking the helm.
A host of crises (both family-based and business-based) befall this FOB while the elderly parents continue stalling decisions about leadership for the next generation.
Mom and Dad, founding partners of this FOB, could not agree on succession. One son-and potential successor-had already left the business by the time help was sought and his sister was making noises about leaving as well.
Two sons with perfectly complementary executive skills succeeded their father in this FOB. The problem was they were at each other's throats. With a feuding management team, this company had dismal prospects for the future.
The IT Project Leader of a major implementation project had been assigned an Executive Coach by this firm. He was identified as a high potential for firm leadership and his coach was charged with accelerating the Project Leader's development especially improving his executive (non-project related) skills.
A logistics and distribution company contracted an IT firm to implement a new software program at one of the company's facilities. The software program was an industry standard program, successfully used by several competitors.
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