Sample
Client Issue:
Organizational
and Cultural Change
A new CEO was attempting to accelerate growth and improve
returns in a way that would re-establish traditional market
leadership. In the past, a regional structure had prevented
unified focus on priority global market opportunities. Now
he was prepared to restructure, restaff, and change the
traditional "comfortable" culture in order to drive improved
performance through globalization, increased sense of
urgency, and collaboration across traditional organizational
"boundaries."
A new CEO for the North American business of a commodity
chemicals producer was brought back from an extended
expatriate assignment to bring fresh thinking to the
situation. He found lagging financial and market
performance, a complacent team, slow decision making, and
weak cross functional collaboration. After a period of
intensive dialogue with managers and workers at all levels,
he decided to restructure into a process organization, to
break down traditional "silo" thinking. He appointed a new
senior leadership team and began an intensive organizational
and cultural redesign process to intensify customer loyalty,
intensify innovation and accelerate speed to market, and
streamline the company's cost structure. Over time he began
involving successively greater numbers of managers in
learning about and participating in planning for how to make
the new structure work most effectively.
Related Client
Issue:
Adapting to
Changing Markets
How We
Work |
Services
|
Client
Issues
| Why
Corlund
| Publications
| Partners
|
The Corlund Group
LLC
101 Federal Street, Boston, Massachusetts 02110
617-423-9364 • FAX 617-423-9371 • info@corlundgroup.com