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 required to accomplish their business goals. We clarified a vision that could be accepted across the leadership team. Through this clarity, we began to break down 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 sync, we created an execution plan to build at each functional level of the company.

The initial steps involved engaging with key stakeholders and conducting workshops to align everyone's understanding and commitment to the new direction. We then developed detailed action plans for each department, ensuring that every level of the organization had a clear roadmap to follow.

The litmus test was creating visibility from top to bottom and bottom to top before movement on the plan implementation. This transparency fostered accountability and allowed for real-time feedback and adjustments. By ensuring that all levels of the organization were informed and engaged, we built a strong foundation for sustainable change and growth.

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 year's rate, slowed attrition to far less than the industry average, and began to produce a more innovative approach to marketing all products in the portfolio.

Although there was a loss of several key leaders who could not see the future in the same light as the agreed-upon team, this aspect of the initiative, while painful, was necessary to show integrity to the overall effort. The remaining leadership embraced the new direction, leading to a more cohesive and forward-thinking organization.

The strategic plan was not only implemented but also built upon and used to regenerate in the following year, as it was designed to be a dynamic tool. This flexibility allowed the organization to continue evolving and adapting, ensuring long-term success and sustainability. The reorganization ultimately fostered a culture of innovation, resilience, and continuous improvement, positioning the company for ongoing growth and achievement.