Situation

A Fortune 250 global consumer products manufacturer was reinventing itself under the dynamic leadership of a new executive team.  The previous leadership had used a loose holding company management model which led to inefficiencies including redundant operations and many outdated paper-based systems. Further complicating the situation, the old model encouraged employees to identify with their brands, so there was no common identity, and the lack of common systems meant there was no platform to centrally disseminate news and information to employees across the company. Since employees identified with their brands rather than the company as a whole, they saw the corporation and its CEO as irrelevant to their work. Continue Reading →