"Appreciated the executive coaching as it affords me the assistance and tools to change and modify my leadership skills and abilities to enhance my own personal growth as well as improve the hospital."
Senior Executive
Major Health System
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Case Study: "Reinventing the Organization"

Challenges

A privately held, diverse company had grown haphazardly over the years and included businesses in real estate, the hotel industry, entertainment, and consumer beverages.

There was no clear organizational structure. Everyone loosely reported to the COO and was allowed to engage in any project of interest.

The COO was due to take on a less active role, which would leave the company with no clear vision for the future, nor a point of contact between management and the founder of the company. Many employees were uncertain about their futures and decisions were being made based on self-preservation, as opposed to the good of the enterprise.

Recognizing these challenges, the founder called on Executive Solution Partners (ESP) to help the company reorganize and move toward a value driven organization.

Solutions

First, ESP advisors worked with key leaders to streamline the company by taking a hard look at the future profitability of each business under the company umbrella.

Also, disciplined discussions ensued about which management positions needed to be eliminated and which ones could be combined and potentially function across businesses. With this effort, a clear succession plan was implemented.

Next, working with individuals and the team as a whole, ESP advisors employed proven techniques and philosophies to shift the culture from a self-serving atmosphere to one that focused on the stability and profitability of each business, as well as the general economic health of the company.

Finally, ESP advisors helped everyone understand and recognize the value of individual contributions as they related to the team and the overall success of the company.

Results

After a lot of hard work and many difficult decisions, the company successfully reorganized by selling the less profitable businesses and restructuring management for greater efficiency. To ensure that decisions were being made in the best interest of the company, a clear succession plan was put in place.

Some employees chose to leave the company, while others embraced the change and welcomed the challenge of running the organization like a business. With that came a cultural shift whereby management was highly focused on individual business profitability as well as overall company success.

Ultimately, the company transformed from one of a loosely run, large and highly-diverse company to a tightly-structured, lean company that could more easily grow and prosper.

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