Client industry:
Food

Employee size:
1001-5000

Customer Situation:

The Managing Director of a large sugar manufacturer was worried – his manufacturing units were working perfectly in silos but when it came to the traditional plant heads and the modern corporate leaders, they refused to coordinate. The lack of teamwork and coordination between the head office and the units was sapping energy and engagement in the organisation. There was the politics of polarity that interrupted flow of work. The Managing Director wanted to stem the rot before it started showing up on the balance sheet. This was a precursor for developing his slate for succession.

Our Engagement:

Teams that work together should learn and engage together. We designed a number of bi-monthly engagements that brought the entire leadership team together. The in-person workshops were interspersed with multiple coaching sessions with leaders so that they could connect their reality to the larger organizational aspiration.

Customer Outcome:

The very act of bringing everybody together to align on a higher aspiration broke down some walls between the leaders. Helping them understand their similarities and differences deepened their appreciation for each other. Once this foundation of trust was established, an atmosphere of constructive tension was consciously applied to get them to articulate their unspoken issues. Tactful facilitation ensured that ideas were surfaced but not personalized so that the tough issues could be addressed. Diverse project teams were formed to drive progress against cross-functional projects that would showcase increased collaboration and teamwork. Values, norms, and guidelines were developed to ensure greater transparency and accountability.

The customer now acknowledges that they are able to drive a higher order of business results on account of the senior leadership team coming together to work as a team.