Leadership and Coaching
Owned by a large UK corporate until identified as none core this global player in its chosen market was now owned by a UK investment house and headquartered in USA. Following several acquisitions, the later proving extremely difficult to integrate, the European subsidiary was having major service issues and a resultant loss of profitability. With service teams in several European locations and over 200,000 installations to maintain and upgrade the business model was complex and made up of several cultures.
I addition, the troublesome implementation of a new ERP system gave management many headaches and justified why the business was making retrograde steps.
The lack of clarity of key drivers and the inability of the management team to work together was addressed using a suite of KPI’s. These KPI’s covered every function of the business and were defined by the team during a facilitation process. Daily reviews were held discussing KPI’s and key issues highlighted by them triggered improvement projects defined to attack barriers to improvement. The team benefited from a high level of coaching both individually and collectively. As solutions were implemented and improvements in results achieved the team became more confident and were able to work together on growth projects rather than concentrate on defensive tactics.
The business made a loss more than €1M in 2010 and this was turned into a profit more than €1.7M in 2011. The business goes from strength to strength.