Our client had four business units and seven individual functions that were accustomed to planning independently, making it difficult to take an integrated approach to the marketplace and drive functional improvements across the entire company. We created and facilitated a process that developed an integrated company business plan for all business units and functions and improved the process annually. The process created a forum for leaders to agree on strategic imperatives and to drive improvements in the business – profitability and employee involvement improved.
A recently appointed Senior Vice President contacted us to jumpstart her leadership team. This team was responsible for leading a newly formed $3 billion chemicals division composed of multiple businesses with different structures and cultures. We designed and facilitated a process that resulted in a common purpose, clear roles and responsibilities, and shared commitments to each other.
In less than one year this new team created deep ownership, alignment, and creativity in their employees. The result was a dramatic business turnaround that included a 500 percent increase in profitability, a six percent increase in asset reliability, and an eight percent increase in asset utilization.
When a good leadership team breaks out of its rut, remarkable results happen. Our client, the new president of a $750 million division of a Fortune 50 Petrochemical Manufacturer, was concerned his leadership team was not ready for the magnitude of change needed to move the company from treading water to aggressive growth.
We worked with the president to develop and facilitate a process which engaged the senior team in assessing their current strategy. By unlocking their wisdom, they came to their own conclusion about the case for change. They then developed a new vision, values, and strategy.
To arrive at a strategic plan, we further helped them assess the required organizational capabilities and formulate an aggressive action plan to realign the organization – all accomplished within 300 days.
To move quickly and effectively to implementation, we designed and facilitated a meeting that enrolled the top 120 managers in the new plan and engaged them to develop detailed functional and location plans to execute the change.
Read a more detailed description of this client success Motivated And Mobilized In 300 Days
We worked with a group of board and staff members from the Atlanta Community Food Bank to develop a strategic plan and a first year implementation plan. The COO said, “This was the most comprehensive and thorough long-range planning process the Food Bank has conducted in its (then) 23 year history. We have a clear blueprint for the next few years and are implementing action planning that has overall alignment.” First year outcomes included improved employee satisfaction. After three years they opened a new $11 million state-of-the-art facility and the capital campaign had exceeded its goals.
To read a more detailed description of this client’s success, click here Food Bank Develops Strategic Plan
14 year old brain injury service non-profit needed to up its game from an annual plan to a multi-year strategic plan that addressed strategic questions related to facility and capacity growth. The planning process needed to fit into an already full schedule, dove-tail with the accreditation process, and build support among outside stakeholders. A thorough environmental scan engaged funders, board, and other key stakeholders to identify areas that needed strengthening and where Side by Side could make the most difference, and areas needing strengthening to address longer term goals. Board and staff gained valuable insights, resulting in a shift in mid-term goals from adding a facility to expanding service capacity in other ways, broadening its approach to outcomes management, increasing policy and advocacy efforts, supported by strengthening operations, infrastructure and financial health. The process built broad stakeholder support for the new plan.