CASE STUDY #1: HIGH TECH FIRM

In 2000, we received a request from the founder
and CEO of a high-tech company. This newly created
company began with a small group of brilliant scientists.
As the company grew and expanded to include product development, finance, human resources and other support groups the company began to miss its goals and deadlines. Productivity slumped. Morale waned and conflict emerged.

We began by interviewing each Executive Team member. This provided us with a chance to get to know each key leader, to gather multiple perspectives, to better understand the history and to provide coaching as we went along. We learned that as the company grew the Executive Team, and subsequently the workforce, lost sight of is direction and was unable to develop an aligned strategy to implement its vision. More importantly, the leadership did not hold people accountable for their performance.

We were able to offer coaching to the leaders and to facilitate teamwork that focused on re-engaging the vision and direction and gaining alignment at the executive level. Subsequently, goals were cascaded into the workforce where alignment and accountability were achieved. We facilitated joint meetings, led by the executive leaders, between the research scientists and the product development group that resolved issues that had inhibited the company from moving forward.

Today the company is rapidly moving toward becoming a high valuation IPO.