Well-known UK construction brand with £2.5bn revenue and 10,000 direct employees plus supply chain resources. With offices and projects across the UK, it was organised into six different operating companies and several brands.
Newly formed division was beginning to see the effects of recession. Very low margin, high risk business, with multiple operating companies and duplication in overhead. Also an underinvestment in the infrastructure required to scale the business. Revenues were in decline and there was no strategic oversight of markets, customers and bidding performance. Federated approach to governance which meant there was little appetite to review synergies nor the experience to deliver them. The executive team had been with the business all their working lives and had grown with it. The culture was traditional - lacking in diversity, strategic thinking and change management expertise. There was also a notable absence of the voice of the customer in any conversations. Indeed the customer was often seen as an adversary.
The candidate was hired as the Chief People Officer and one of only two new executives on the Executive team. This afforded an opportunity with fresh eyes to highlight some of the challenges and opportunities the business faced. A major transformation of the business was required but initially it was only the candidate who saw the full extent of the change required.
In order to address the absence of the customer’s voice, the candidate persuaded the CEO to meet and then appoint a marketing expert to meet with key customers and gather meaningful insights and and perspectives. The data gathered helped the CEO to recognise the need for change and with further coaching from the candidate to see how his role needed to change. This led the candidate to:-
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