|
Company performing below
capacity because:
- Several senior leaders were locked in
contentious relationships due to lack of trust
- New President’s style not congruent
with company culture
- Executives and medical directors
disagreed on timing to market new products
- CEO was considering sale
of company as exit strategy; needed to establish right conditions for
negotiation and organizational merger |
Set goals with CEO
Aligned goals with
identified leaders
Contracted for outcomes
Set metrics / milestones
Achieved conflict
resolution across senior team
Coached new President on
communication style, and strategy to work effectively with medical
directors
Coached medical leader to
become successful site manager
Reduced tension during
due-diligence phase of sale
Drove change management to
prepare company to integrate with new parent company
|
Senior team resolved
conflict, creating more productive working relationships for themselves
and staff
New President modified
communication to lead more effectively
Company aligned on product,
quality, and management strategy
CEO/Chairman successfully
negotiated for the sale of the company as exit strategy
Company went through due
diligence without disruption, despite concerns about impact of purchase
by larger company with different culture
All leaders were retained saving $12 million dollars in
potential penalties. |
