- Case Study A: Aligning Strategy and Culture
A newly hired CEO of a major healthcare organization called us in to help rejuvenate his struggling company. An ex-client, he was familiar with our approaches and was looking to repeat the work we had undertaken with great success. The client's stock had fallen from a high of over $100 to a low of $11. Our team began by helping our client re-work and clarify their strategy. Then we created and helped implement the steps needed to accomplish the heavy lifting of changing the corporate culture. This was essential to the turnaround. In the first 2 years, we trained and coached approximately 350 of their executives and managers. Eighteen months into the project, the very pleased Board of Directors split the stock at $32. Thirty months into the project, the company was purchased for $72 per share. It is one of the storied turnarounds in the healthcare industry. Many of the processes SSCA established have been adopted by the new parent company.
- Case Study B: Motivating Change
The North American SVP of Marketing for a Japanese electronics company recognized the volatile dynamics of their products' market place. Though he identified a new strategy to maintain market leadership, he was frustrated by the difficulty of implementing the change in this staid and conflict avoidant culture. His struggle was how to change the entire organization's willingness to adopt a new approach, when his platform was not the CEO role. First with the North American Marketing Group, and then the North American Leadership Team, leaders were taught to foster the expectation of the bar being raised. They subsequently lowered resistance to new and different operating systems. Many have remarked on the openness and willingness to change that characterizes the entire organization today. Their new product pipeline is abundant and they have regained leadership in their markets amid increasing competitive pressures. They remain a good client.
- Case Study C: Senior Team Needs Alignment
The new head of a multi-billion-dollar records management company was facing flat sales performance and an ever-tightening marketplace. The stock was stuck in neutral. He did not know or have confidence in the inherited leadership team. SSCA was asked to conduct executive assessments of the leadership of the organization. Using a battery of assessment tools, profiles of strengths and opportunities for development were created for each executive. A number of new executives were brought in and the teambuilding necessary to become a high performance organization was undertaken. The group is now working toward the goal of doubling the shareholder value each five years compounded. Numerous processes have changed but worthy of mention at a high level are the creation a common language and culture designed to ensure focus and metrics designed to ensure the "critical few" issues get the correct and timely attention. SSCA continues in a coaching capacity to the leaders with the company today.