The first job of executive leadership is to build alignment around a vision and strategy. Who are we? Where are we going? Why are we going? And how will we get there? Getting people on the same page with regards to these questions is essential to motivating and guiding action. We help you not only get on the same page once, but also develop practices so you can build alignment on an ongoing basis.

The second job of executive leadership is to execute that vision and strategy. Even the smartest strategies can fall flat in execution, which can be a minefield. The clean and elegant logic of strategy gets dirty in the real world. Agendas compete. Priorities clash. Decisions stall. Communication breaks down. Timelines get blown. It’s never a question of if these problems will happen; it’s a question of when and to what degree. We help you navigate the minefield.

Common situations in which we’re engaged:
  • Market realities are causing priorities to shift but not everyone sees the same path forward
  • A new strategy is being developed and broad input is needed to ensure it doesn’t happen in a vacuum
  • Senior leaders say they’re bought-in to a certain strategy, but their behavior tells a different story
  • People are eager to pursue new ideas but don’t have realistic timelines and goals to execute
  • Lack of structures and processes for executives to hold organizational leaders accountable
How we work:
  1. Gather data to develop a clear articulation of the current challenges
  2. Create opportunities for productive dialogue around differing opinions
  3. Find points of alignment as anchors to build upon
  4. Develop approach to strengthen alignment across senior team and broader organization
  5. Review current initiatives to assess execution risk
  6. Assist project teams in setting up processes to mitigate risks
  7. Empower senior leaders to productively delegate and hold teams accountable

Example case studies
Case Study
Global Investment Bank

Strengthening leadership during an organizational transformation

Due to a rapidly changing market, the demands placed on the IT leadership team of a large bank had far surpassed the processes and practices it had in place to manage them.

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Case Study
Global Insurance Company

Launching a new call center on the right foot

A global insurance company, well known for its customer service, was consolidating its operations into one regional call center. The shift to a centralized model would create important economies of scale.

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