Case Study
Revitalizing a Declining Division at a Public Company
A success story from Richard Whitbeck, Managing Director, Operational Consulting
Background
This company, a major player in the industry with a 40% market share, had been grappling with declining revenue over a decade and a constant churn in senior management. Operational issues had escalated to a point where relationships with key client companies were strained and filled with tension.
I was brought on board as the President of the company’s largest division, overseeing more than 500 employees and 10,000 subcontractors. The challenge was clear: to reverse the decline and restore client satisfaction without resorting to ad-hoc crisis management.
Strategy
The approach I took was a three-step approach.
Identification of Key Issues
Objective: Pinpoint the most pressing operational problems.
Approach: Engage key staff in a discovery process, enabling them to articulate the major issues.
Outcome: A clear and detailed understanding of the largest challenges facing the division.
Development of Actionable Plans
Objective: Create precise, actionable plans with specific timelines.
Approach: Break down each issue into smaller, manageable parts, assigning responsibility to individuals.
Outcome: A roadmap for rectification that staff could follow and execute.
Execution with Accountability and Follow-up:
Objective: Implement the plans and rectify the problems.
Approach: Ensure staff commitment in writing and provide necessary support to overcome barriers. Regularly check progress.
Outcome: Within six months, major issues were resolved, and key clients were satisfied.
Results
The division underwent a dramatic transformation. By not attempting to fix all problems simultaneously and by focusing on a methodical, phased approach, the largest issues were systematically addressed. My leadership was instrumental in guiding the staff and enabling them to execute their plans effectively.
Key Learnings
- Prioritization is Vital: Tackling the largest issues first and then moving on to the next set prevented an overwhelming process.
- Collaborative Discovery: Involving staff in the identification and planning stages increased ownership and commitment.
- Written Accountability: Having staff agree to plans in writing formalized responsibility.
- Active Leadership: Richard’s continuous involvement and support were essential in overcoming barriers and achieving goals.
The revitalization of the division showcases how structured problem-solving, guided by strong leadership, can turn around even long-standing declines. My focus on discovery, accountability, and follow-up proved to be the keys to success, transforming operational chaos into a well-orchestrated strategy that not only resolved immediate crises but laid the foundation for future growth and stability.
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