Lessons learned. PRIVATE SEARCHES.
Technology, the backbone of all acquisitions. A major European company active in healthcare looked for its new CIO. In a very tight market…
A Copernican revolution in “Safety”. The Safety business is changing mostly by becoming more professional. Technology helps but the challenge is in the service delivery. For this major global operation dealing annually with millions of customers, we found the Director who could instill the new “client-centric” approach to safety.
Seeing the value, beyond the cost. A local player in the transportation industry looked for its new CEO. The best candidate was clearly…
Being right not lucky, thanks to the Chairman. This energy company was looking for a new CFO. Once the mission accomplished…
Right person. Right place. Right time.
Beyond all what you have and you have done… This telecommunication Joint-Venture was looking for its new Chief Communication Officer. Among the five…
Yes, a CIO can be a strategist! For this global operation with 150+ countries coverage, the future CIO was expected to shape…
Sleeping on the IP goldmine. This multibillion industrial conglomerate realized that revenues could be generated by selling some of the non-strategic patents. After a thorough world-wide market investigation, we brought on board an Intellectual Property Expert who eventually managed to book $ 30 mio of business in his first year of tenure.
Respect. Responsibility. Result.
Lessons learned. ADVISORY
Investing in building trust. When the Chief Purchasing Officer of this multibillion corporation got on board, it didn’t take him long to realize that changing people and/or the org chart would have had little effect. He knew that he had to address a more fundamental issue: trust. We conducted an in-depth study on the topic for him, covering Europe, the Americas and Asia. We identified the top 2 behaviors which gave him a solid foundation to rebuild pride and confidence.
Functional Alignment Produces Powerful Results. The Managing Director of this Private Bank was a born business developer. We put in place a workshop involving Research, Advisory, Marketing and HR, together with the Front Team Leaders to define a go-to-market approach with a more coordinated spirit, by increasing buy-in and collaboration.
Money is not the Solution. The Owner of a local multimillion business wanted to put in place a succession program based on rewarding loyalty and encouraging responsibility. After our intervention, it turned out that executives were more interested in working on the contents of their respective positions rather than receiving a “simple” monetary incentive based on discretionary (i.e. arbitrary) judgment.
A 360° experience. When a Senior Director of this financial partnership expressed his motivation to leave the Firm to become independent, he believed that time had come for him to know what people thought of him. Our 360-degree methodology was a precedent that never happed at that level. Constructive feedback to both parties allowed a positive transition and successful collaboration.
The CEO led a drastic governance and reorganization project which last a few years. The final phase was the building of the new Executive Committee made of selected members from two separate entities. Within 3 weeks and 150 hours of personal in-depth interviews, we managed to assess the candidates’ ability to think beyond their respective functional silos.
“Thank you for your precious and appreciated assistance. This has been a flawless masterstroke!”
Maximizing Experience – the CIO’s added Value
At the end of August 2011, we hosted a private working lunch with the CIOs of 4 world’s prestigious NGO (i.e. UNHCR, IOC, WEF, ISO).
The burning themes we discussed were:
> cloud hosting vs. virtualized own infrastructure;
> security (as to where data is hosted);
> how to adapt/change a legacy CRM system to follow a changing business environment;
> collaboration with stakeholders;
> information and knowledge management / organization; etc.
Aside from these familiar topics, a new subject surfaced related to their common reality, the “organization of world-wide events”. The question was, specifically, “how to maximize the experience of each participant before, during and after the event”.
This take-away opened of window on the future.
In the course of our exchange, we imagined that Chief Information Officers could become soon the new Chief Learning Officers and, who knows, eventually, the Chief Experience Officers of the futre. One day.
To be continued.