Turnaround of a Consumer-Goods Business in the US
Michael Traub
Former CEO
“Simon’s change process has created a real strong commitment in our executive team to win together and create alignment in our organization.”
Problem:“BSH hired Simon Vetter during the worst economic crisis that our industry faced in a long time…”
A new leadership team was put in place with different levels of experience in managing complex situations.
There was no cohesiveness in the team and therefore decision-making was not consistent. The downsizing and rightsizing of the company required speed and alignment, which did not exist in the leadership team.
Assess:
- Evaluation of new leadership team
- Different levels of experience in management
- Cohesiveness (none) or alignment
- Inconsistent decision-making
Plan:
- Empower CEO to spearhead change initiative
- Individual coaching and leadership development
- Create real and strong commitment to align and win together as a team
Follow-Up & Change:
- Continuously participate in the process
- Re-assessments and check-ins
Measure:
- Jointly defined a clear strategy for the organization
- Improved team attitude
- Positive impact on associates measured by leadership team
- Executive team became a high-functioning team
- Credibility increased at HQ
- Revenue growth and market share gain
Results:
The combination of individual coaching and the leadership development in various off-site sessions has created a real strong commitment to win together and create alignment in our organization.
We have experienced tangible benefits as a result of the leadership development program:
- We jointly defined a clear strategy for our organization.
- Our attitude in the team improved significantly towards “united we stand divided we fall”.
- All associates feel the positive impact on the leadership team.
- The executive team became a high-functioning team
- The credibility of the US organization increased in HQ in Munich.
- The turnaround was building momentum to grow revenue and gain market share.