The CEO needed to implement the new strategy and to build support amongst a variety of stakeholders namely the board, the employees and the shareholders. After a flat period the company were under pressure to show quick growth from the multiple new opportunities that had been identified; all this naturally to increase shareholder value.
From our base in London Skarbek worked with the new CEO to develop a comprehensive transformation package and then headed into India to deliver it. We worked hard with the leadership team to prepare them and their senior management to lead what was to be a radical shift of direction. We took the very credible strategy from the consultancy and we broke it down into seventeen separate projects. Each of these was then structured, launched and run drawing on the best practices from project management but also with a engaged and aligned leadership overseeing and managing each part.
The new strategy was launched in a manner to create the maximum excitement and engagement at every level and indeed it had exactly that effect. We had taken a sound strategy but looked at it in an immensely practical way, bringing the value-add of years of collective experience and the little extra from a team that mixes sector experts, the military spirit of endeavour and the best consultancy techniques.
Within three months of the launch all seventeen implementation projects had begun and were running to schedule. Within three years all seventeen initiatives had been delivered successfully. In this case success was quantifiable as the company had doubled its sales and tripled its share price by successfully implementing and driving through the new opportunities that had been identified three years beforehand.