Organizations: Transitioning to a value-added business model
Our Industrial Services Firm client was historically focused on low-margin/high volume subcontracting to construction prime contractors; their parent wanted them to shift to a more value-added business model, focusing on client relationships. ClearSpace provided support to the executive team to make the transition successfully.
Scope
Provided a strategy mapping framework to clarify their value proposition, design their organizational model and identify high-gain initiatives
Supported the executive team’s development and results through a year-long process that integrated behavior as a team with their accountability for results
Approach
Provided a fully integrated approach, including attention to both individual and team performance as well as internally-held values and norms, and external processes and results
Engaged with the client both as consultants, bringing expertise and methods, as well as coaches, holding them accountable as a team for effective behaviors and results
Included clear tracking of results via online performance management platform
Results
A high-performing executive team with shared accountability, recognition of interdependencies and leverage of strengths
A new organizational model focused on clients and solutions with shared resources, rather than functional silos
Improved results from $500,000 monthly losses to profitability in six months
CASE STUDIES
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