Leaders & Leadership Team Performance
• “A new chairman on-boarded to lead a transnational operating unit of a major global organisation. He was coming from a different part of the world, was not familiar with the local business, did not know the organisation, nor the leadership team. After his first three months, he realized he had a dysfunctional leadership team, which was both disengaged and misaligned.”
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Link’maker helped turn around the situation by firstly having one-on-one conversations with each leadership team member to understand their frustrations, fears, wishes and expectations. We then facilitated an off-site with the full team whereby we helped not only to assimilate the new leader’s style, but also to build common ground for a constructive on-going dialogue and shared goals.
In parallel, we provided a track of 6 months coaching and advisory with two disctinctive consultants to the team’s leader so that he could lead the team and organisation in the most impactful manner.
• “Following a drastic change in the operating model of a global multinational, business units were created and leadership teams were put in place.”
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The biggest BU had a team composed of people from 6 different nationalities, located on 4 continents. Link’maker has helped build the team both from a soft and a hard aspectis aligning them on a common ambition and common ways of working, perfectly fitting their virtual and cross-cultural setting.
Organisation Design
• “A new corporate function of a global pharmaceutical company had been created from scratch with a clear mandate provided by the CEO.”
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Link’maker has worked with the leading team of the center of expertise to define their manifesto (i.e. their mission, vision, goals, roles, processes, interfaces, etc.) and has accompanied them in deploying their goals through a solid change management plan.
• “A global company deployed a multi-country model around the world. Two years later, the performance was not at the expected level.”
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Link’maker worked with the leadership teams of each of the MCO helping them identifying the root causes of their inefficiencies and defining a clear action plan allowing them to clarify roles, processes, metrics, routines, interfaces, etc. Our intervention lasted 2 years, covered the entire world (21 MCO) and we are proud to say that Global Employee Surveys and MCO performance indicators had significantly improved after this initiative.
Change Management
• “A global company that had been always operating on a model of ‘think local, act local’ decided to align their key processes for their back and front office, supply chain, logistics, and deploy SAP to support those.”
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While specialized consultants worked on the design and deployment of the ‘new processes and tools’, Link’maker took charge of the change process. It involved building a compelling story together with the executive board and managing each stakeholder in the most efficient way.
• “Through the acquisition of a key competitor, the organisation we worked with went from 17.000 to 30.000 employees worldwide.”
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Link’maker supported one of their biggest global business unit in building a new ambition, a 5-year strategic roadmap, and a global matrix organisation to execute at best the chosen strategic direction. Each year and for the fifth year in a row, we’ve been facilitating their annual convention which involve the TOP 100 of the organisation.
Strategy Development and Deployment
• “A global FMCG company recruited a new CEO after the position had been left vacant for 6 months. This company also needed a complete refresh of its strategy.“
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Link’maker has been accompanying the newly appointed CEO and his leadership team in building a clear ambition and strategic path to 2020 with a clear strategic impulse to meet a 3-year plan. Once the team fully aligned behind this plan, Link’maker worked with HR and communication teams to engage the entire workforce behind this new agenda.
HR Capabilities Building
• “The chief HR Officer of a European FMCG company was involved in the last stage of acquiring several new businesses; He knew this was going to result in massive change in their organisational set up and his HR function was not experienced at such practice.”
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He appointed Link’maker to train all HR directors in Organisational Design method and technics. In order to keep this training as ‘hands-on’ as possible, thus avoiding long tutorials with lots of models, we’ve worked with each HRBP in applying OD techniques on a real individual case. This way the HR directors were able to contribute directly to the improvement of organisational effectiveness.
• “Following a global survey and benchmarking exercise done by one of the big 4 consulting firm, the HR function of a multinational had clearly to improve its impact and influencing skills.”
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Link’maker has provided training and coaching to their top 200 HR professionals around the world through an action learning program which allow each participant to work on a real case hence impacting immediately their respective business. Topics covered were internal consulting skills, change management, effective communication coupled with self awareness and influencing skills.
