High performing teams
Building a new management team that is united and can effectively drive cultural and strategic change within an agricultural cooperative group.
In order to support the implementation of its strategic plan and to engage all of the managers, VIVESCIA Agriculture decided to set up a ‘Managerial Plan’. In launching this global action, the Executive Committee became aware of the need to start with a thorough assessment of its own practices as a team.
At the start, the Executive Committee was a group of experts focused on their own units, who would meet mainly to exchange information. The objective was to build a mature and responsible management team that would be clear about the fundamentals and effectively able to meet the challenges posed by future changes, involving supporting the management chain in implementing the decisions taken.
Krauthammer created a customised “High-performance Team” programme, alternating workshops, real-world situations and coaching for the team and occasionally for the individual members.
An intensive preparatory phase, four day-and-a-half-long residential sessions, followed by working in groups between the sessions enabled Krauthammer to patiently flesh out the teams ambitions and desired framework and stimulate individual & collective behaviour.
The initial working group was transformed into a true management team, with each member acting as a stakeholder in the group project. Their commitments were shared with all of the managers and monitoring indicators were established in order to make them sustainable long-term.
AkzoNobel Performance Coatings launched a strategy of growth with implications for the sales force. A global sales management training was needed to not only communicate the changes taking place, but also to train sales managers with skills they need for their redefined role.
Included in the learning journey of AkzoNobel:
AdNovum, a Swiss software engineering company continued to grow. In addition to the general challenges associated with growth advanced leadership skills for line and project managers were needed. A leadership training with special attention on multicultural communication also addressed topics such as “goal setting” and “employee motivation”.
The newly appointed Management Committee of Clariant’s Global Business Services Organisation (GBS) had to act as a real team as from day one. To cope with this challenge they embarked on a 10 months high performing team journey.
Included in the learning journey of Clariant:
If you have any questions about a specific Krauthammer service, we'll connect you to the person who can give you an answer.