Results

Results Management Group is known for aligning companies from the top to bottom, shifting business environments to meet a new level of revenue, profit, productivity, and value to stakeholders. Our executive team alignment, project based leadership development, execution management consulting, organizational development and workforce mobilization programs have a profound impact on how people work individually and with teams to transform companies and produce unprecedented business results.

Sales Growth, Cost Reduction, Value Enhancement

Case Study: Increase Sales and Market Share at GE Financial Services in the U.S.

Situation: A Vice President of a well-known financial services firm sought to increase sales through intermediaries and to decrease staff travel—while the division was going through reorganization.

Objective:
• Increase overall revenue and market share by improving relationships with intermediaries.
• Meanwhile, decrease travel required to serve clients.

Action:
• Improve their sales effectiveness, client relationship management, leadership, and communication abilities.

Results: After our engagement, relationships with intermediaries were transformed from transactional to more of a collaborative partnership. As a result, sales increased by more than 50% over the previous year. Market share rose from 30% to more than 50% overall and as high as 82% in some channels. In addition, support staff began to assist in sales process, enabling them to decrease travel time, allowing staff more time at home with their families.

Case Study: Large Retail Chain – Latin America – Family Business Succession and Reorganizations for Growth

Situation: A $300M ann. revenue Latin American family business had several significant strategic, operational and growth challenges: 1) The company didn’t have a CEO, there was no plan for finding one and no family member or executive wanted the role. 2)  The family didn’t have a vision for the company that they agreed to, 3) The eldest patriarch was unwilling to step down and was thus hijacking the succession from the founding generation to the next, and 5) the younger generation was tied-up in the day-to-day management of the businesses and thus unable to oversee corporate operations and execute growth plans, and 6) having spent their entire careers in that business, the family lacked specific functional expertise required to take the already large and complicated company to the next level.

Action:  Over 10 months, we led a series of shareholder meetings, executive team meetings, and performed individual executive coaching.

Results:  Generational succession was realized, a CEO was anointed and confirmed smoothly, vision for the family was created, separately a vision for the family business and the main business was created and committed to.  Roles of the managing family members were modified and an executive leadership team with a new CEO was created.  A culture of openness and new mindset for adding non-family executives and other professionals then supported scalable growth for years to come.  New vision for growth realized and $600M in revenue per year was achieved after 5 years.

Case Study: Improve Profit of a US Accounting Firm

Situation: An accounting firm had low profitability, inconsistent quality of service, and a strained work environment. An excessive amount of time was spent on client work that was not billed and some clients were billed below market rates. The managing principal was overworked and missing opportunities to use the staff’s full potential.

Objective:
• Increase profit.
• Shift culture and practices to favor both accuracy and improved customer service.
• Improve employee relations.
• Reduce managing principle’s hours.

Action:
• Provided ongoing leadership development and business management consulting for the managing principal to help change the management style and create new results-based culture in its place.

Results: Revenue increased by 10% during the first three months. The staff embraced a new set of corporate values (values that were aligned with profitability, accuracy, speed, and consistency in customer service). The managing principal learned to collaborate and inspire staff through effective communication. Management-staff relations improved and employee motivation created a more peaceful and trusting work environment. Inspired by a new bonus program, staff accountants increased billable hours while the principal decreased workload by 10 hours/week.

Case Study: Develop and Execute a Strategy to Increase Sales: US Technology Services Firm

Situation: A technology services firm CEO wanted to double sales within 12 months, but had no time, strategy, or plan to make it happen.

Objective:
• Discover to reveal opportunities for breakthrough growth.
• Guide the CEO to redirect organization and achieve a 100% increase in sales.

Action:
• Provided executive coaching for CEO focusing on four areas:
1) Discovering opportunities for new business
2) Assessing and recreating client relationships
3) Delegating workload to staff, and
4) Developing growth strategies

Results: Sales doubled within six months, mostly from additional business with current clients. The new acquisition strategy resulted in an additional 50% increase in sales 18 months later.

Executive Team Alignment

Case Study: Software Company Managing Executive Conflict and Growth

Situation: A software company, serving clients internationally, was experiencing great success in sales. However, the executive team lacked commitment to a common vision for the future of the company and was struggling to resolve crucial operational issues. It also lacked the organizational structure and culture to meet client demand and to expand to new markets. Executive conflict and frustration was at an all time high. Employee productivity and engagement were low.

Action:
• Discovered the cores issues of executive conflict and created new and productive working dynamic.
• Aligned the executive team to a bold new vision and strategy that incorporated new market penetration, acquisitions, a new organization design, and operational.
• Coached executive team members and other team leaders to promote interpersonal and operational effectiveness
• Discovered employees’ passions and recreated new roles to improve satisfaction and productivity

Results:
• The new vision and executive effectiveness caused an opportunity and urgency for growth that resulted in the successful integration of 2 companies. Additionally, a newly designed organization and corporate culture supports increased sales.

Case Study: Aligning Executives and Board Members

Situation: A New York City dance company was preparing for its largest production, but management and the board were not aligned over the direction of the company. Plus, the board and dancers didn’t know each other and management was not comfortable making necessary requests of the board.

Objectives:
• Empower top executives to set the direction for the coming year and inspire alignment and support of the board of directors and dancers.
• Introduce dancers to the board of directors and create a cohesive and inspired company.
• Have the company and its board of directors operating at a significantly higher level of effectiveness and collaboration.

Action:
• Provide leadership development for the chief executive and facilitate an alignment session for the entire company.

Results: The executive clarified his vision for the company, inspired passionate support from the board and the dancers, and created a collaborative relationship between the board and dancers that did not exist before, setting the groundwork for the company’s most successful year ever.

Case Study: Ending Executive Conflict at Fortune 500 Technology Manufacturer

Situation: Three separate divisions of the company were collaborating on a project to create a business case for developing a multi-billion dollar business to serve the energy distribution industry in Brazil. But they’d come to a block, because two of the divisions held differing assumptions about the marketplace. Plus, the divisions were working under competing objectives and incentives from their respective senior management.

Objective:
• To air disagreement and align on market assumptions and objectives, so business case could be completed.

Action:
• Interviewed team members from both divisions to assess situation.
• Facilitated a joint discovery process to expose areas of disagreement and align on new course of action to complete the project.

Results: Stakeholders exposed their areas of disagreement and they created a joint plan to address the issues. A business plan was completed and presented for funding to corporate management.

Case Study: Aligning the Executive Management of a US Professional Services Firm

Situation: The CEO and President of a growing professional services firm found themselves in frequent conflict with each other and unable to make key decisions.

Objective:
• To discover the source of conflict, eliminate ineffectiveness, and create a basis for strong, effective partnership.

Action:
• Assessed barriers to effective collaboration and facilitated a process to align partners and teach skills in creative conflict utilization.

Results: The partners realized that they were blaming each other for the differing qualities that were the source of their synergistic partnership. The partners were then able to creatively use the occurrence of conflict to divide accountabilities and develop more effective business solutions.

Effective Leadership, Communication, and Collaboration

Case Study: Cost Cutting: Organizational Alignment, Executive Coaching at $1B+ Manufacturer

Situation: By the end of Q1 it was obvious that the client was going to miss its $50 million cost cutting target by at least $15 million based on promises from divisional leadership.

Alignment from Board of directors through to divisional vice presidents, executive coaching $8MM in additional profit to the bottom line. Leadership development. Mindset and behavior

Action: He gracefully and brilliantly got himself invited into the Board of Directors meeting to present the status of the initiative.  Being fully supportive of the CEO he explained other reasons the company was going to achieve their target and also what he needed to succeed. Without throwing the CEO under the bus and as hoped for, his presentation caused the board to put the needed pressure on the CEO which provided the missing support for the initiative.

Result: Alignment from the board of directors down through the CEO and the business unit Vice Presidents.  Cost cutting came in at $43MM.  Not the $50MM the board wanted, but more than $8 million beyond the Q1 commitments — far beyond what would have been achieved without the intervention.

Case Study: Developing Inspiring Leadership at Global Publishing Company

Situation: An accomplished marketing manager of this well-known consumer products firm became ineffective with co-workers during times of disagreement and conflict. The company was going through a reorganization, which brought this manager’s challenges to the forefront.

Objective:
• To provide the manager with the communication skills she needed to inspire co-workers to take action.

Action:
• Assessed the abilities of the manager and provided coaching with the goal of improving her individual and team effectiveness.

Results: Manager gained profound insights about speaking and listening in critical conversations, especially when the stakes were high. She learned to stop herself when judging others and be attentive in conversation. She became clear, powerful, and inspiring without “being pushy.”

Passionate Engaged Workforce

Case Study: Help Key Executives Rediscover Passion and Prevent Resignation/Turnover at Technology Manufacturer.

Situation: A star financial executive felt a lack of professional fulfillment and was resigned to leaving his firm. The executive managed 12 controllers and advised a multi-billion dollar international division, but desired an operational finance role. The executive’s unhappiness at work was a drain on his coworkers, contributing to the already difficult environment of corporate reorganization. Family relations were also strained as a result.

Objective:
• Transform the feeling of resignation into passion.
• Create an action plan for advancement.

Action:
• Assessed the situation and provided leadership development/communication coaching.

Results: The executive regained interest in the company and passion for what he might create by staying with the firm and supporting the reorganization. He became a more powerful leader and was quickly proud of his new contributions. He also inspired a team of colleagues to support him in finding and attaining another position. The executive accepted a promotion and began an operational role within three months. His family was elated to move closer to friends and family.

Work Environments that Support Results

Case Study: Transforming the Work Environment to Create Collaboration at Steel Company in Canada

Situation: Company struggled with difficult union relations, which impacted their productivity, operations, and safety. Communications were not productive between management and workers and the union leadership was withholding their support of a process to dramatically improve worker-management collaboration and safety.

Objectives:
• Improve worker relations, safety and productivity.
• Inspire support of the union.
• Transform the work environment from one dominated by a confrontational management style to a collaborative partnership.

Action:
• Led a series of high-impact leadership and management development sessions for line managers and executives.

Results: Line managers learned to stop using intimidation to drive behavioral changes and instead, started collaborating with their reports to address safety and performance issues. Union leadership related that employees were impressed with this immediate shift in management style and pledged their support for additional safety and culture change initiatives.

Case Study: Improved Interdepartmental Communication, More Empowered Staff, and Increased Productivity

Situation: A Venezuelan subsidiary of a Fortune 500 pharmaceutical and consumer products company experienced ineffective financial controls, lack of accountability in purchasing, frustrated staff, poor communication between departments and between levels, and inefficiencies in various finance departments.

Objective:
• Create efficient processes in accounts payables, accountability in spending, and consistency in data management.
• Have front line staff drive the recommendations for change.

Action:
• Created and implemented a process redesign that relied heavily on line employee input and participation
• Facilitated cross-functional and multi-level collaboration.

Results: Communication improved across departments and between levels of hierarchy and paper flow in the purchasing department decreased by 30%. Accountability improved when more streamlined financial controls replaced superfluous ones. And, line workers were also empowered to drive the redesign of financial processes and create common standards for data entry.