Realising Growth Targets
The Result
Our manufacturing facility has exceeded its monthly production target in every month since May 2006 and now operates at a profit for the first time since it was established in June 2002.
Furthermore, as an organisation, our growth this financial year stands at 19.7% after six months. Before this our U.K. sales team was underperforming (with growth of 4%, against a target of 20%)
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LIW Approach
After an initial analysis to understand the core challenges, LIW developed concurrent coaching and development support to key people, and delivered these in a cost effective ‘just in time manner’.
Here Gary Hopkins, Sales & Marketing Director tells of his experience of engaging LIW.
"I believe that the involvement of LIW has played a significant part in this turnaround in performance and I am actively exploring avenues to involve them further in our organisation's development and success." (This is now happening).
My MD and I met with LIW. There was an immediate rapport between our organisations and we agreed to a series of very frank 'information gathering sessions'.
LIW ran a very robust, day long, assessment of our UK Sales and Senior Customer Service Teams. Over the 10 years in which I have been part of the Company I have never witnessed such a genuinely warm, positive reaction to members of an external development company as LIW achieved on that day.
From the feedback received during this day, we instigated a number of significant developments, chiefly the introduction of a National Sales Manager and the development of a more 'personally accountable' appraisal system.
LIW then ran a development programme' amongst the most senior members of staff at our manufacturing facility, a site that employs over 60 people full time. This programme has resulted in the recruitment of an outstanding new General Manager, improved efficiency, significant cost reduction and a greater level of morale amongst the whole work force".
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Seizing New Opportunities
The Result
The innovative and rigorous assessment of the market and its growth drivers led to the identification of a new revenue stream of £15M. The team built a visual success map to signpost and execute on the achievement of the overall plan, which now included a separate team to deliver the newly identified additional revenue.
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The LIW approach:
A 30 strong UK team in the Technology Media and Telecoms sector with revenues of £55M set a growth target of 20% for the year.
LIW facilitated the identification and prioritisation of the market opportunities and the team challenges. Responsibility and accountability was agreed for the solutions identified. A facilitated planning workshop followed to discover, visualise and expand a plan to deliver the three key drivers of financial performance in the forthcoming financial year to exceed the growth target.
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Leading Organisation and Culture Change
The Result
The organisation is clear on what its leaders are responsible for, their behaviours, and a common language is used at all levels. The business is on target for this year, with stretch targets set for next. Individuals have stepped up to more senior positions, including appointments to the Board.
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The LIW approach:
A Global Publishing Group had four different heads of the business and a restructuring of five divisions. The new CEO brought the mandate to change the culture in order to meet market demands.
LIW partnered with the top team to facilitate their strategic thinking and planning, alongside developing their own skills of managing and valuing their people. 360 feedback and individual coaching at senior levels is the foundation for this change. LIW continues to support the Board to drive the organisational change across the business. This includes Managing Performance programmes for all managers across the five divisions and individual coaching.
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Coaching and Developing Top Team High Performance
The Result
The long term impact has been to enable a different way of working strategically and operationally, resulting in lives saved and effective spending of donor money.
The leadership responsibility, behaviour and language are cascading across the different regions and through the levels of the organisation.
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The LIW approach:
A world renowned international Non Governmental Organization (NGO), under a new international director, recognised its global leadership team needed to develop cohesion, direction and effective ways of working in a global and diverse organisational climate.
LIW established the needs, acted as a sounding board for the leader, facilitated top team meetings, facilitated team development and enabled the team to define their role and purpose and develop ways of working remotely. A new culture of feedback and enhanced self awareness and awareness of others was actively developed. Our work has cascaded to partner with a number of the Regional Directors, including those in Africa, South Africa, Mexico and Thailand. The development has involved coaching, facilitating regional team meetings and developing high performing teams. We have also facilitated strategic thinking and planning to a number of organisational projects.
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Complexity and Great Decisions
The Result
The eight month road block was dismantled and three robust options for the Board were created in two days. One option was selected and the newly configured supply chain was implemented within 18 months.
In the new supply chain the best use of client owned assets was achieved, a reduction in partner numbers from 210 to 50, with the successfully transitioning out of partners whilst minimising risk to all parties and maximising revenue.
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The LIW approach:
LIW engaged and inspired the eight Directors, challenging them to reach clarity of their aim, objectives and what success would look and feel like. We facilitated the thought process and drove the exhaustive analysis of all factors, challenging assumptions, thus enabling clear options to be produced.
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