A newly formed team was doing redundant work, not meeting deadlines, working on competing projects, and not communicating often or well enough. We helped them define clearer roles and accountabilities, implement communication protocols, and develop skills for making team meetings for efficient and effective.
A newly promoted CEO needed his leadership team to think and act “as one.” They were operating in silos, not working on the “vital few” but the “trivial many.” We worked with the CEO and the senior team to articulate and communicate four strategic priorities that would help guide and focus the work. And we designed and launched the first ever leadership offsite to kick off the strategy and ensure that everyone was working “As One.” 10 years later, they’re still using the framework and process we helped them develop.
These two functions merged and represented the largest support function the organization with about 1,200 employees. Each department had their own performance review process, forms, approach, rating systems, and method for calculating year end incentives. This made it very difficult to evaluate and support individual and team performance. We worked with the CIO to design a performance management culture—one that had buy in from different constituents, was easy to understand and easy to administer. Because of the success and impact on the IT and Operations function, this approach was adopted company wide.
