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Helped create a new environment where reactivity/speed (increase of more than 100%) and quality have increased the group's level of credibility, as measured internally by a survey to internal customers from R&D and World regions. Helped change the internal image and reposition the department as a strategic one for the company.
Helped develop a solid foundation for the core executive team of this company. An effective strategy execution process was implemented to reengineer their culture. The company was able to gain credibility, additional capital expenditure, and develop an effective new leadership process, as well as implement organizational changes. This resulted in additional financial gains, which allowed the company to go above its forecasted revenue. This major change of culture impacted all management levels and its speed of execution. The sense of urgency gave its parent company more confidence in the executive team that resulted in promotions for the individuals leading this change initiative.
The company, which manages the Food and Beverage Operations from 7 hotel properties increased its Net Operating Income by 28% in 2000 - + $2 Million of Net Profit. We helped define a company culture able to intertwine with different cultures in an unusual joint venture between a hotel company and a food and beverage company. Through different individual and team coaching, we also helped people transition in their new environment and accelerate their results.
Helped create total team alignment, then awareness and action plans so teams would be ready to face new competition. Increased the impact and leverage effect of the Food and Beverage department in all areas to prepare the team to grow to unexpected results (+ $1,000,0000 in one year) - from a bottom line point-of-view and from a management point-of-view - helped reduce the turnover of key team positions.
Helped create alignment and awareness of need to quietly move faster for increased service efficiency in a multicultural environment, resulting in increased number of customers.
After six months, they developed a high-performing team process, allowing the Business Unit to launch new drugs efficiently in the US market, with a new level of understanding between marketing and sales. The first results are showing a large increase over the target. The actual performance was measured by an increase of $40 Million over the estimates during the first year of operation.
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