Client

The client is an international manager of intellectual property and copyrighted materials.

Challenge

The client was challenged with aligning their strategic plan to operation and tactical initiatives. Additionally, the leadership team was not seeing eye to eye on the vision or the culture. This breakdown was not only inhibiting the planning process, but it was also skewing the perception of the firm's staff and causing them to fall into the fiefdom mentality behind their line of business leaders.

Solution

By partnering with the AMS team, they successfully recognized the objectives that were required to accomplish their business goals. We clarified a vision that could be accepted across the leadership team. Through this clarity we began to breakdown the communication barriers that separated the constituent groups and slowly migrated a culture of collaboration into the organization. Once the vision, mission, and culture were in synch we created an execution plan to build at each functional level of the company. The litmus test was creating visibility from top to bottom and bottom to top prior to movement on the plan implementation.

Benefits

The total reorganization effort proved successful by enhancing the organization’s ability to manage change and in turn capitalize on market opportunities more effectively. The organization grew at twice the previous years rate, they slowed attrition to far less than the industry average, and they began to produce a more innovative approach to the marketing of all products in the portfolio. The dark side is that there was a loss of several key leaders whom could not see the future in the same light as the agreed upon team and although this aspect of the initiative was painful, it was necessary to show integrity to the overall effort. The strategic plan was implemented and built upon and used to regenerate in the following year as it was built to be a dynamic tool.