“In terms of performance 2005 was a phenomenal year for Innovene both in terms of financials (Innovene $1.7bn EBITDA versus $1.3bn plan and EBO $150m versus $84m plan) and in terms of personal growth of the leadership – You played an important role in facilitating this growth. This support continued the work with our Chemicals Team over the past few years.

Your facilitation was an excellent complement to sessions in which key leadership messages were to be delivered. I certainly gained from my coaching through this period and this contributed to our performance in 2005.”

DJ Commercial Director, Innovene

Case Histories - Executive Team Alignment

CONTEXT

The client, Innovene (a Global Petrochemical group) was preparing this business unit for a major transition leading to an IPO which required a doubling of revenues – close to $100M – from the previous year. The European business included two newly formed European operational management teams based in the UK, one sales and marketing and the other commercial optimization, each with leaders who were new to their role.

We were requested to assist the speedy forming and integration of these two teams. The focus was to concurrently create an integrated collaboration between the two groups, develop synergies across team operations and maintain focus on performance and results.

RESULTS

Both teams quickly developed alignment, cohesion and coordination of efforts
Due to rapid results with the initial two teams, the scope was expanded to include the integration with a third leadership team
The business tripled its commercial objectives
The business was bought at a premium price at the end of the year for $9Bn

PROJECT INTERVENTIONS OVERVIEW

The year long project consisted of several elements:

Monthly combined Team Development and Performance Review Workshops for the first 4 months. These combined addressing necessary business issues; understanding each others functions, roles and strategies and team and leadership development interventions. The high frequency of these workshops was unusual but required due to the urgent need to create synergies and joint working processes and time was critical. Eventually these shifted to bi-monthly.
Two additional workshops with two members of the leadership team and their own teams of direct reports. These teams were organized in a matrix form and needed to work closely in a cross functional manner.
One-to-one Leadership coaching with a number of the main leadership team in support of their expanding roles within the main leadership team and their own teams
A two day joint Leadership Development Education Workshop after approximately six months, once the teams were in a more stable state. This provided a cross-team grounding in the areas of Leading Self, Leading Others and Leading High Performing Teams

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