Case Study 1
Top team alignment at a global leader in the hospitality industry
Situation
A global company appoints a new CEO in one of its largest countries. This new CEO wants to transform his company's leadership team and shape it into a true high-performance team.
Mission
Some of the ExCo members, like the CEO, are convinced that the transformation makes sense, while others are not. The first step, therefore, is to establish sufficient agreement on the need for transformation and on how to proceed. After that, it is fundamental to accompany the ExCo in a completely customized approach over a period of 2 years.
Approach
After intensive coordination with the CEO and CHRO, all team members are interviewed individually. The insights are compiled, discussed with CEO and CHRO and an agenda is set for the first 2-day workshop. The workshop consists of plenary work, small groups, intensive discussions, and elements to deepen mutual connection and trust. Individual follow-up meetings are conducted to debrief, and impressions from these are discussed with the CEO and CHRO. On this basis, a rhythm of follow-up - preparation - individual discussions - workshop implementation develops, which is spread over a total of 12 months and brings the team together regularly. Each workshop builds on what has been previously achieved and incorporates developments within the company. The composition of the team changes continuously, so it is essential to stay very dynamic in responding to the team's situation. The approach is rounded off by the use of several instruments that hold up a mirror to the team collectively and to the team members individually as to what contributions they make (and could still make) to the success of the High Performance Team.
Impact
The team comes out stronger of a period of significant change, able to cope with the personnel changes and - despite a heavy workload - leads the company to profitable growth. Several massive and unexpected challenges are overcome together, showing the team what they can achieve when they work together effectively.
Case Study 2
Top team alignment at a leading regional department store chain.
Situation
Regional department store chain operating in two countries (150 million citizens). Due to economic difficulties, a new CEO (from outside the industry) is hired, and within 2 years another 8 of a total of 13 board positions are filled externally. Together, the repositioning and redevelopment shall be successfully implemented.
Mission
The top management team is mostly new, with only 4 of 13 members having a longer history with the company. Many of the new board members are highly specialized, come from outside the company and are largely unfamiliar with the industry. The task is to form a powerful top team of 13 highly qualified board members in this demanding and complex situation. This is initiated by the CEO and CHRO.
Approach
After initial discussions with the CEO and CHRO, a top team alignment program is developed, which is designed to systematically develop the team into a top team over 18 months. For this purpose, 5 critical topics are discussed and anchored in 6 multi-day offsites, each flanked by interviews with all board members before the workshops, debriefs after the offsites, Five Dysfunctions as a tracking of team development and targeted 1:1 mentoring as a supplement.
Impact
Already the first workshop results in clear positive development of personal relationships and cooperation with measurable behavioral changes. Increasing mutual trust, transparency around attitudes and individual behaviors and preferences, increasing alignment on outcomes and actions, shared decision-making, removal of personnel and organizational barriers after 6 months, largely sworn-in and highly efficient and effective community of ExCo members.
