Building Management Impact and Presence

The Client

Major commodity producer

Key Takeaways

Identified and assessed several key areas of weakness in management.

Reviewed current leadership and management roles, and implemented new performance goals.

Generated positive communication, competency, and impact among those holding leadership roles.

The Challenge

Working in a market that had been recently deregulated, this major commodity producer suddenly found itself operating in a competitive environment for the first time. To meet this challenge, the business focused its efforts in three areas:

  • Increasing efficiency.
  • Managing supply chain strategically, enabling them to deal with market fluctuations.
  • Developing new commercially sustainable relationships with key suppliers and customers.

In addition, the company identified four specific areas of underperformance:

  • Dysfunctional alignment and lack of direction amongst teams.
  • Reluctance and inability to manage poor performance.
  • Weak productivity and time management skills in multiple areas.
  • Shortfalls in customer quality and production targets.

The challenge was to develop leaders drawn from all sectors of the business, with a core mission to drive change in these areas:

  • Break down the silo mentality that had developed around the key production facilities.
  • Create a more commercially conscious workforce that makes informed decisions based on greater financial awareness, and the implications to the overall business.
  • Engage and develop staff to accept new and challenging roles.

The Solution

We collaborated with the board to assess their strategic choices and the resulting implications in organizational structure and processes. We also took a close look at their leadership and management who would be required to steer the business through what was inevitably going to be a difficult period.

At the middle manager level, the overriding objective of our Management Fundamentals program was to set a new and higher performance bar for managers. This approach would help to reinforce the communication strategy, generate positive behavioral changes, promote a new culture of empowerment, and inspire the leaders to achieve it. The resulting program focused on these key themes and was reinforced by the organization’s updated leadership competencies and values.

The Result

The program targeted 45 senior managers and 230 middle managers to address the many challenges they were facing. Through the Kaplan program, they developed a personal and professional management presence that inspired confidence among their peers, and made a positive impact on the overall organization.

Kaplan’s 360° feedback questionnaires showed significant increases in strengths in all key competencies, and the program won the Judges’ Star Performer award at the 2013 Manufacturing Excellence Awards for the large Training Programs.

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Key Takeaways

Collaborated with client to find effective solutions with a limited budget.

Identified a two-prong solution: one delivered by Kaplan, and one delivered by the client’s existing internal team.

Improved the communication and partnerships between their finance and non-finance staff, in addition to compliance with key procurement processes.

Key Takeaways

Evaluated and improved existing business model strategies.

Implemented an innovative program to educate leaders in technical competence and behavioral confidence.

Acquired a set of tangible action items that were added to workplace structure and management.

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