Executive Team Development - A Global Energy Company
Background
As part of a major restructure programme the Chief Executive of a global energy company was appointed with the brief to move the business forward and address the changing demands of a globally competitive marketplace. To do this, he had to prepare the senior team to lead the process of change.
The challenge
To help the newly appointed CEO to build a cohesive, high performing executive team. There were issues:
- The existing senior team had relevant and solid experience but was struggling with the different cultural and commercial environment in which they operated.
- Their organisation structure was over elaborate and process driven. Emphasis was given to delivering first class engineering solutions without effective commercial realism.
- The workforce had seen a succession of Chief Executives come and go, the business had been very successful. Their view was “why change anything now?”
Morgan Clarke’s approach
- Internal review with the existing senior management team, in order to identify issues, test perceptions and gather evidence could they embrace a programme of change?
- External review of market data in order to test the business strategy. Key clients were contacted to seek feedback on their experiences as customers, and to identify any relevant factors. This was taken into account in the design and formulation of the next phase.
- Designed and facilitated an Executive Team workshop which provided a common understanding of the drivers of the business strategy, and agreement on what that meant in terms of focus and daily activity at an individual and team level.
- Worked collectively with the team to arrive at a clear understanding of what was required by team working, where that differed from current practice, and facilitated the design and implemention of action and development plans to which the whole team were committed.
Achievements
- Shaped a change programme which allowed the senior team to demonstrate cohesion and commitment to change and provided a basis for consistent leadership.
- Created a new vision and mission, changed culture, values, reward and development approaches.
- Removed old “silo” mentality and developed an integrated commercial approach.
- The Chief Executive and the senior team have become an effective and cohesive unit which has delivered substantially improved business results.
If you face a similar challenge, contact Philip Perry on + 44 (0) 1306 621600 or email him at philip.perry@morgan-clarke.co.uk