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Interim Management in the Global Economy
We are always pleased to receive inquiries from individual executives desiring information about our company, and who are interested in a possible affiliation with us. We also welcome the large number of inquiries we receive from potential partners such as Private Equity and Venture Capital firms. Whether the scenario is a technology start-up, or a middle market buyout, investment capital must be combined with strong management to have the formula succeed.
In a recent assignment with a multi-billion aerospace manufacturing and repair center, the senior executive team had just received an intriguing presentation and tour from one of the engine suppliers as to their progress in implementing lean manufacturing. The results presented by the contractor were intriguing but represented an opportunity in just one third of the core business base. What the client required was an overarching strategy which fully integrated the entire enterprise, not just the production floor shops. The most important aspect though, is making the strategy actionable and leading the organization through the change. Even in the most challenging operational conditions it is possible to achieve breakthrough results – the key is in transforming the dialogue and relationships within the organization. During the next few weeks, I will list a few examples of how a long term consulting project helped an organization dramatically increase their productivity and their profits.
Here is one of our extended engagements:
The first step was to craft a vision of the center as a state-of-the-industry standard setter. Seeing through the current conditions to what is possible is the way great companies come into form. To create a sense of ownership of the vision, the next step was to enroll the enterprise from executive management to the newest employee. We opened the organization to listen to all parts of the extended enterprise which included the primary customers, suppliers, original equipment manufacturers, contracted repair companies etc. Our approach to building a great company included creating an internal transformation activity which included staffing from the top companies in America – including those from supporting industries. Key to communicating the vision was unifying the management and labor executives in a one-team partnership.
We began the process by assembling an in-house team to develop the contract for the expertise we needed to fully staff the program office and develop the master contract. From there we began the change management process from the board room to the lunch room. Simultaneously we exponentially expanded the number of black belts and green belts on staff through extensive training with one of the principal suppliers well known for its progress in Six Sigma. As all of this was taking place, we began planning the early-win projects and facilities moves which would serve as the indicators to the workforce that change was underway. Mass education of the workforce was led by the production division leadership, further reinforcing that the change was internally, rather than externally driven. As the employees increased their understanding of lean cellular operations, they were eager to contribute to the cell design process, increasing their pride in craftsmanship. We kept the focus on what was going right – and before long, organizational behaviors that had impeded production, quality and profitability began to fall away.
Once the Master Transformation Team was in place, the center was ready to accelerate. Production flow days, a key cost and performance measure -- decreased by a third on several major product lines. One product line was so successful, that they were able to transfer the savings generated from improved operations to two additional aircraft scheduled for the following year – essentially repairing the aircraft for free! As progress accelerated in transforming the production processes, the supporting key back shop processes such as finance, materiel planning, inventory management, bill of materials planning and maintenance and engineering data management came under increasing scrutiny – truly giving this an enterprise wide perspective. Ensuring that all levels of the organization were involved in the detail planning was the key to owning the new way of doing business.
Confronting the need for massive change in the business can be a daunting task. Choosing the right advisors to help lead the way is fundamental. We help you uncover the operational value that can easily be lost in the clutter of day-to-day operations. In the right hands, a poorly performing company can make the step change to market leader.
EL
CEO 24/7
Sadly, I read news accounts of accidental deaths where not only families are affected by the loss of their loved ones, but organizations are deprived of their leaders. A recent article on this subject caught my attention, and prompted me to post a plea to others.
It may come as no surprise that renting or leasing is a huge business. When most people think of renting, it is usually in conjunction with primary housing, cars, vacation homes, or tools for those weekend projects. But renting, or leasing, is a very large business worldwide, especially in the commercial and industrial sectors.
Growing pains...there are a few remedies, and the remedies are not always painless. Companies are constantly in need of top executive talent. Some of it is grown organically, but much of it is imported, and that bodes well for companies attempting to achieve 'executive equilibrium'. Organizations possessing top talent in their functional areas are able to offer more quality recommendations to their CEO on critical and strategic issues. But what if your company is not quite at the point where in can attract a highly compensated executive? Consider this...
Just as many people are creatures of habit, many businesses are operated in a similar manner. During the next few weeks, I will list a few examples of how several hourly consulting projects have helped organizations increase their productivity and their profits.
The solution was quite simple; implementing it proved a bit more difficult. The CEO had inadvertently trained his employees to question their own decisions, prompting them to rely on him. Much of this behavior evolved from the firm's entrepreneurial beginnings. Getting the CEO to step back and allow them to not only make decisions, but take responsibility for them required adjustments on both sides.
We began the process by taking the CEO out of the office for a few hours each week, providing coaching to him and reviewing his strategic plan. The employees were instructed not to contact him during that period, but to resolve any problems or conflicts in his absence. Meanwhile, we met with the employees on a variety of issues. After a few weeks, the CEO felt comfortable enough to attend a full day seminar off-site. The employees gained confidence in supervising themselves during that time, and wrote reports on actions taken in the CEO's absence. The CEO read the reports, and was impressed by the results.
Over time, managers began to manage, and the CEO had a few subordinates reporting to him, rather than impromptu employee meetings all day long. The extra time gained allowed him to focus on expanding the business and other strategic areas. And the entire atmosphere became less stressful for everyone.
While the lesson here would appear to be straightforward and part of Business 101, it reflects a situation that we see repeated in numerous organizations, both for-profit and non-profit. Not every company CEO, owner, or manager is a born leader. We work closely with these individuals and organizations to help transform mere mortals into productive and respected leaders.
There is a life cycle attached to every commercial venture. Like any story, there is a beginning, a middle, and an ending. In business ventures, the serial entrepreneur understands this axiom, but many others find it difficult to grasp.
Foreign operations are an unnecessarily expensive business. I have been doing this for years. The road map is invariable and predictable. First there is a flurry of optimism and excitement. Passports and Visas in order, off we go to
Very few companies possess the internal human resources to exploit operations in foreign markets. And even if they do, can they afford to dedicate this staff to a still-to-be-proved viable venture? Hiring a full time professional to start up the venture from day one or sending out a valuable member of management is very high risk indeed. When I am approached in such circumstances, I insist on an Interim Management arrangement. Give it a name. Initiating commercial activity in a foreign market is a start up. It is irrelevant how big and bad you are in your domestic market...you are a novice in foreign lands. You will find very few Fortune 500 CEOs who will disagree with this assessment. You will find even more CFOs who quite simply do not want to talk about the subject.
Just because one is in a new environment, does not mean that the old rules no longer apply. In fact, it is in such circumstances that one needs to adhere even more rigidly to solid professional standards and practices. If it is unwise to task an inexperienced executive with an important venture in a domestic market, then the same holds true for foreign operations. A significant addition to this maxim is that it is not only the executive that is inexperienced in the foreign market, but the company itself.
Before I get carried away, go 18 months forward from the buzz of the JFK International Departure Lounge. The exciting new venture that everyone wanted to be associated with has now become the corporate black hole. There have been many casualties. Not wanting to mix metaphors – it is now a rudderless ship floating aimlessly (and expensively) towards some foreign shore.
There is no great mystery to being successful in new markets. It is rather straight forward. I could draw a magnificently exciting profile of what makes a successful International Interim Executive, but the reality is that I do what you do…I just do it somewhere else.
Like everything in life, there is a learning curve. Unfortunately the promise of foreign gold and the adrenaline rush of jetting off all over the place dim the sensibility of even the most seasoned campaigners.
The International Interim Executive has done it before. All you are requesting is that he now does it for you.
DF
CEO 24/7
Shortly after a private equity firm got involved, I was called in to analyze their company's stake in a transportation company. The target company was being directed by the second generation of the founder, but had stumbled badly and required a capital infusion.