Functional upgrade of a fast growing division
The development of the divisional leadership and processes could not keep up with the fast growth of the division. Significant consequences were: poor performance, low employee engagement, financial surprises and non-compliance.We implemented a program that pulled together the whole leadership team. The team aligned behind an all-encompassing program across all functions and regions. The program was elevated as a top priority at group level and progress was reviewed at monthly topmanagement meetings.The program resulted in a stronger and highly engaged leadership team that was well aligned and where processes and systems were implemented to support a strong growth.
Immediate need for Interim Divisional Leadership
During a period of six months we led the Southern & Eastern Europe / Middle East Division. Key priorities were to:
re-engage the leadership team & set priorities
re-establish key customer relationships
recruit critical leadership openings
secure assets (primarily receivables & inventories)
establish a strategy and action planning
the team executed on the key priorities
The result was a re-engaged team with whom the new leadership could move forward and where the critical issues were addressed and action plans for resolution were in place and executed.