Coaching a new Management Committee to operate quickly as one team

Chemicals and Manufacturing


In January 2015, Clariant established a new internal organisation to deliverservices for internal end-to-end processes on a global scale. In doing so,the company moved from a function-specific services operating model toprocess-driven Global Business Services. The new Global BusinessServices organisation (GBS) was created from scratch, with a clear butambitious roadmap. Their aim was to quickly clarify all key processes andtransfer the necessary knowledge to its newly built shared service centres.In addition to this, the company aimed to manage these changes with allinternal stakeholders and business units, with the goal of implementingprocess excellence across all services by the end of 2017. Hans Bohnenwho had been successfully running one of Clariant’s largest BUs over thelast 5 years was appointed as Head of GBS. In that role, he also took overa totally new Management Committee (MC), who he had to quickly engagein a collective change journey. This meant first clarifying the vision andstrategic objectives of GBS, then making a quantum leap from being a‘working group’ to rapidly working as a ‘real team’


Hans Bohnen had already experienced Krauthammer’s expertise incoaching top teams when he was the Head of BU. That’s why he decidedto call upon Krauthammer to design and deploy another customised highperforming team programme in 2015.After some individual interviews, two collective questionnaires (TASK²,DISC-WPMOT-enquête) and a team meeting observation to gauge the currentsituation, Krauthammer created a tailor-made programme, composed ofteam workshops and collective coaching. A total of 6 sessions, eachlasting a day and a half, were spread over 10 months in order to clarifyGBS’s vision and strategic objectives, and then foster and anchor teambuilding, team spirit and teamwork within the MC.


The team finalised GBS’s vision and its strategic objectives for 2017. It thenfocused on its collective dynamics, clarifying its raison d’être, code ofconduct, desired leadership style, governance, roles and responsibilities,modus operandi, strategic priorities and typical agendas.The team practiced consensus, dealing with tensions, giving and receivingfeedback and speaking with one voice.Bilateral discussions were held, enabling individuals to identify ingredientsand personal actions needed to capitalise on their strengths, work on theirlimits, and build and reinforce interpersonal trust.When Krauthammer and Clariant started the journey, a TASK² surveyhelped to identify key collective strengths and development points. A DISCWPMOTsurvey greatly supported in understanding individual behaviouraland motivational profiles and in strengthening commonalities anddifferences to improve interpersonal communication between teammembers.In 2016, personal coaching and some team workshops are envisaged tofurther anchor new routines and behaviours.

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