The CEO of a large food manufacturer had to decide how to increase sales and cut spending after a bad year. Whenever he tried to convene the executive team, the talks deteriorated into animosity and dissention, which spilled over into the workplace. There was a brutal competition for limited resources among team members.
What they needed
The CEO needed to find a neutral party who could guide the team toward a fair and equitable solution that met their goals.
What we provided
We provided facilitation at an offsite location, establishing an environment where everyone could express themselves, safe from personal attacks and accusations. We also provided a creativity and innovation process that allowed them to better understand their challenge, generate a large number if ideas, evaluate the best solutions, and develop individual, departmental, and organizational action plans.
The team was able to identify a number of new revenue and cost-savings ideas to implement that returned them to profitability. The openly hostile relations among the executive team gave way to a stronger culture of collaboration and cooperation on the shop floor.