After working with the President to better understand his vision, align with him on the approach of the first phase of work, and support communication to the rest of his executive team, the consultants conducted a series of interviews. These gave the consultants a cross-functional, cross-regional and multi-level view of the point of departure for the effort. It also enabled them to identify cultural and leadership issues that must be dealt with.
While the interviews and the summary of findings were being completed, preparation was underway for the first executive workshop. This first workshop developed a shared understanding among all of the executives regarding the current state of the business, including a view of how
Leaseco stacked up against its competition. The executives also confronted the “cultural gaps” between those from the original Leaseco (with a very entrepreneurial culture) and those from Parentco (with a very disciplined culture). They left the meeting with a greatly enhanced sense of team and a commitment to lead Leaseco to a new future.
During a second executive workshop, the leadership team co-created:
- New vision for Leaseco
- Three strategic initiatives to be validated with business cases
- A way to describe the culture required to support the new vision and strategy
- A fourth initiative designed to create innovative ways to ensure the current year’s results
They also left with a high-level roadmap for engaging the rest of the company, validating and piloting new strategies, and leading their reinvention.
Phase Two began with two major activities: a world-wide teleconference to share the new vision and inform people of next steps, and an in-person meeting of approximately 50 Directors from around the world. During the directors’ workshop, there was an opportunity for participants to grapple with the challenge of this year’s targets and to reach authentic alignment with the goals. They embraced both the current year’s targets and the long-term vision, and dealt honestly with cross-functional, cross-regional and Parentco/Leaseco issues, emerging as an extended leadership team. Finally, they began to develop action plans for dealing with their challenges.
Three Initiative Teams were composed of people from all regions, housed in the United States for two months, to develop validated business plans for their strategic thrust. At the end of the two months, two of the three initiatives were validated and went into the pilot stage.
Meanwhile, regional meetings were held to recreate the results of the directors’ workshop and mobilize all employees, as well as to introduce new cultural disciplines to support the new vision. These meetings raised people’s sense of responsibility and commitment to help build a new future, and energized the organization as one global team focused on a common outcome.
Phase Three dealt with piloting new strategies, practicing new disciplines, dealing with breakdowns and managing the results of the current business. All of this included new levels of global communication and cross-regional collaboration to overcome barriers and keep energy high.