Case Study - Execution Culture

Food Manufacturer (family owned and managed)

What was the burning issue? – Wanted to accelerate growth without decreasing profitability, but had run out of manufacturing capacity.

Where were they stuck? – Decisions were few and far between and, when made, would not stick. The family influence and emotion always won out over any objective analysis.

What was at stake? – Failed new product decisions, missed opportunity to introduce viable products, lost market share.

What did we do? – TMG led the senior team in building a framework for making decisions that supported their strategic objective and enabled the elimination of ideas and initiatives that did not fit with their strategic intent, and rapid and lasting consensus on those that did.

What behavior was changed?

• The CEO surrendered unilateral control of decisions and moved to active collaboration with the team around an objective "authority neutral" process.
• The team moved from a mentality of closed communications, low trust and turf-protection to open sharing, healthy debate and creative problem-solving.
• The entire team has completely bought into and has adopted the S.E.E. Fit Framework™ for making strategic decisions on their own without continuing coach involvement.

What were the results?

• Quickly resolved long-standing, time-consuming debates over product ideas by eliminating most and moving ahead on a few real winners!
• The CEO said, "We are making decisions a lot faster and more confidently." "This has saved us a lot of money."
• The VP – Marketing has said, "We are moving ahead at just the right time with critical campaigns in new markets, as a result of fact-based decisions rather than just emotional impulse."