See the Solution
Case Example #1
Align Stragegy with Culture and Brand
We were contacted by the newly appointed President and CEO of a $2B business. Previous to his
arrival, the Board of Directors had approved a plan to turnaround this failing subsidiary operation to
stage the company for a sale, or merger. The new executive quickly realized that while the proforma
was compelling, the strategy lacked a road map detailing the sequencing and accountabilities for
business transformation.
We worked directly with this leader, and members of their leadership team to develop the game plan
that included the redesign of business processes, roles, structures and underlying technologies. We
partnered with a member of the leadership team to lead the accelerated change/turnaround program,
modifying plans along the way to ensure the destination was reached.
Result: 18 months later this business had turned a loss into a $40M profit.
Case Example #2
Improve Leadership & Organizational Effectiveness
The CEO of a global services business was frustrated by the increasing cost associated with staff
areas and the conflicts between operating leaders and leaders of most staff areas. In previous staff
and line roles, this executive had experienced this dynamic, yet now as the leader they had no choice
but to address a level of dysfunction that was unacceptable.
We worked with this leader and the heads of the Legal, HR, and Finance organizations to build and
implement an assessment of cost/quality that was compared to appropriate benchmarks of value. As
we began our assessment we balanced dispassionate analyses with sensitivity to those who were
resistant to change, if not defensive. Our client expected this balance, as well as our candid
perspective on not only the work, but those leading the work.
A new organizational structure was adopted. New strategic management processes were put in place
and some different executive talent was brought to the table. Resources were reallocated to line
operations where appropriate, and the quality of staff support materially increased as determined by
subsidiary operating leaders.
Result: All changes were implemented and overall expenses were reduced by 26%.
Case Example #3
Executive Continuity
retire and asked for help in thinking through a broad range of issues related to executive continuity.
We validated that this individual had identified all the key issues, connected them with other resources
that they needed to support the complexity of personal financial decisions and focused on working with
the Board Chair, CEO and Strategy Leader to define critical success factors for the next CEO, the
assessment and selection process and an overall executive talent management process for the Board.
Within 2 years of the appointment of the successor CEO, a re-cast HR Committee of the Board had
visibility into the executive continuity plans for the top 12 most strategically significant roles in the
organization. Key leaders took on accountability for building external networks of potential outside
hires while the HR function and its new executive were focused on the talent management going
forward.
Result: Retention of high potentials had increased by 1/3.
Align Stragegy with Culture and Brand
We were contacted by the newly appointed President and CEO of a $2B business. Previous to his
arrival, the Board of Directors had approved a plan to turnaround this failing subsidiary operation to
stage the company for a sale, or merger. The new executive quickly realized that while the proforma
was compelling, the strategy lacked a road map detailing the sequencing and accountabilities for
business transformation.
We worked directly with this leader, and members of their leadership team to develop the game plan
that included the redesign of business processes, roles, structures and underlying technologies. We
partnered with a member of the leadership team to lead the accelerated change/turnaround program,
modifying plans along the way to ensure the destination was reached.
Result: 18 months later this business had turned a loss into a $40M profit.
Case Example #2
Improve Leadership & Organizational Effectiveness
The CEO of a global services business was frustrated by the increasing cost associated with staff
areas and the conflicts between operating leaders and leaders of most staff areas. In previous staff
and line roles, this executive had experienced this dynamic, yet now as the leader they had no choice
but to address a level of dysfunction that was unacceptable.
We worked with this leader and the heads of the Legal, HR, and Finance organizations to build and
implement an assessment of cost/quality that was compared to appropriate benchmarks of value. As
we began our assessment we balanced dispassionate analyses with sensitivity to those who were
resistant to change, if not defensive. Our client expected this balance, as well as our candid
perspective on not only the work, but those leading the work.
A new organizational structure was adopted. New strategic management processes were put in place
and some different executive talent was brought to the table. Resources were reallocated to line
operations where appropriate, and the quality of staff support materially increased as determined by
subsidiary operating leaders.
Result: All changes were implemented and overall expenses were reduced by 26%.
Case Example #3
Executive Continuity
retire and asked for help in thinking through a broad range of issues related to executive continuity.
We validated that this individual had identified all the key issues, connected them with other resources
that they needed to support the complexity of personal financial decisions and focused on working with
the Board Chair, CEO and Strategy Leader to define critical success factors for the next CEO, the
assessment and selection process and an overall executive talent management process for the Board.
Within 2 years of the appointment of the successor CEO, a re-cast HR Committee of the Board had
visibility into the executive continuity plans for the top 12 most strategically significant roles in the
organization. Key leaders took on accountability for building external networks of potential outside
hires while the HR function and its new executive were focused on the talent management going
forward.
Result: Retention of high potentials had increased by 1/3.
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| Aligns, Inc. 23852 Cassandra Bay Dana Point, CA 92629 708-369-1718 www.aligns.net |