Industry: Health Care
Municipal Hospital (60 Managers)
Serious communication breakdown between levels of management;
potential resignations; diminishing credibility of senior managers.
Open problem-solving dialogue and 13 month action plans between
supervisors and hospital management, interdepartmental task force
for move into new facilities; no resignations among managers.
Oil Refinery (140 managers and supervisors)
Inadequate refinery productivity; little common management philosophy,
language, or skills; excessive mechanical failures and interruptions
in operations; union dominated work place atmosphere.
Production increased 75%; refinery mission statement; common management
philosophy and language; routine 3-day supervisory workshops designed
and conducted by middle management; stewardship and individual
performance measured against common key result areas.
Software Development Company (75 professionals/managers)
Software products 3-9 months behind schedule; mediocre product
quality; breakdowns in accountability in product planning/development;
absence of performance standards; morale problems among professional
Product planning and tracking advanced by 9 months; interdepartmental
coordination teams; overall product manager position; redeployed
leadership; frequent joint staff meetings; standards for product
courseware and documentation.
Construction Management Team (30 members)
$80 million expansion, relocation, and model change of major automotive
facility; high profile project for construction organization of
follow-on work; construction activity could not restrict flow
of the plant operations; guaranteed maximum of product price;
owner changed plans and sequence of construction activity; inadequate
handling of change orders; contractor was ready to go to court.
Project completed on time; $3 million estimate under budget prepared
by owner; no disruption of on-going operations; reduced construction
manager resistance to changes by owner; clarified ambiguities
in roles and responsibilities; contractor's fee went up; relationships
improved between owner and contractor; mid-level counterparts
were making joint decisions; owner established teambuilding as
requirement for all future plant design/construction efforts.
Industry: Trade Association
International Professional Association (15 directors & staff)
Ineffective communication and coordination between staff and Board
of Directors; inadequate Board leadership on direction and goals
of association; mediocre programs and publications; concern for
competition and long-term growth.
Mission statement; 3 year growth plan; 13 month action plans to
improve product quality, monitor competition, and increase membership;
clarified roles of Directors and staff; greater trust and understanding.
Industry: Financial Services
Financial Services Organization
$3 billion revenue firm; communication breakdown between Director
and Officers about long-term growth; highly competitive business
environment; no basis for compensation of Officers against plan.
Common language and measurable goals for next 3 years; mission
statement; assessment of competitive strategies; exploit process
for evaluation of corporate performance.
Oil Refinery (17 members of executive committee)
Inadequate refinery performance in yields, safety, and shutdowns;
little common management direction for the refinery; turf battles;
ineffective management meetings; minimal succession and career
planning; executives did not know each other as persons.
Increased performance in all areas; increased trust, morale, and
collaboration among members; separate policy-making and operational
meetings for executive team, refinery mission statement; 5-year
goals and targets; redeployed leadership; comprehensive supervisor
Industry: Public Utility
Public Affairs Organization within a Public Utility (45 members)
New Executive Director; recent organizational audit; demoralized
staff; ineffectual image with customers; lack of internal coordination
of major projects; turf battles; civil service parameters; inadequate
staffing and working conditions.
Mission statement; aggressive outreach program; dramatically improved
image; redeployed leadership, reorganized major functions; staff
morale improved; collaboration on major projects; cross-training;
weekly management committee meetings; staffing level increased
by 50%; total staff meetings every three weeks.
Toy Company (60 senior managers)
$3.3 billion revenue firm; highly competitive business environment;
manufactures over 3000 SKUs per year; highly functional organization;
slowing speed to market; mid-management design team empowered
to recommend solutions.
Reorganized key functions into brand divisions with P&L responsibility;
decentralized product development and review processes; increased
speed and throughput; developed management teamwork at all levels;
benchmarked company against 33 others; improved employee morale;
pushed decision-making deep into business units.