A global employee survey revealed that employees lacked a clear direction from the company and had little trust in the ten-member management team. Collaboration was tense, and the management team struggled with frustration and performance pressure. The business figures fell short of expectations.
Global FMCG Company
We achieved this together:
Development of team values
Concrete behaviors for daily practice
Implementation of an 18-point plan
Promotion of mutual feedback
1. Client Situation
2. Objectives
The goal was to transform the management team into a high-performing team that builds trust, addresses conflicts openly, and takes responsibility for the business. This would lead to the development of an inspiring direction for the company and positively influence the business figures.
3. Approach
Start with interviews
I began with interviews to understand each team member’s perspective. This was followed by two intensive workshops:
Workshop 1: Shared Values
We started with an inspiring opening by the General Manager, followed by a mood check. Together, we identified values that were translated into clear, tangible behaviors. The first action plan emerged: “What do we need to change in the management team?”
Workshop 2: Stress Test
The new values were tested against critical situations from the past. We developed a comprehensive 18-point plan, and team members provided each other feedback on the new values to commit to personal changes.
4. Results
> The 18-point plan was fully implemented.
> Six months later, the results of the employee survey improved by 20-25% in key categories.
> The management team developed a long-term strategy that showed early successes in the business units.
5. Next Steps
The company is currently undergoing a global restructuring. I have been commissioned to support the development of the new management team and the transformation process.
