Goals
Implementing change to improve managerial and operational performance in relation to market challenges;
Developing a new managerial culture based on a cross-functional leadership model in order to overcome the current functional view of responsibilities;
Then developing the management team’s ability to be a team player by defining and overseeing mission, values, behaviors, and strategic and operational goals.
Contribution of PRAXI
Implement the integration process through a Team Coaching intervention aimed at developing the change management capacity of the Management Team.
Project
- Commitment meeting with the CEO to define the Company’s development strategies, macro objectives in light of the changing market scenario, and identification of managerial gaps with respect to company and market expectations.
- 4 Team Coaching meetings in residential mode with the management team to focus on the organizational development expected by the CEO and redefine the mission, focus on the values and describe the expected behaviors, define the strategic and operational objectives, and decline a matrix of annual objectives that would allow the company’s functions to be integrated in a collaborative manner.
- Designing the MBO model with the CEO and HR management in light of the new strategies.
- 3 individual coaching sessions with members of the leadership team and all managers to focus on operational actions to disseminate and preside over values, behaviors, and goals
- A final Team Coaching meeting to evaluate the change, the results achieved and the definition of the new multi-year development plan.
Results
- Creation of a new Organizational System consistent with market developments
- Activation of a new cross-cutting leadership model based on a systemic view of the organization and internal collaboration
- Presiding over defined objectives: maintaining margins against the market, increasing sales, meeting contractual delivery times, reducing remarks during delivery to the shipowner, reducing after-sales service costs.
