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Representative
client engagements led by Gary Foss include:
Engagement
The Chairman/CEO and executive team of a $1 billion North American business
needed to jump-start a newly formed organization after a major acquisition.
Results of the
engagement
- A strategy resulting
in the sale of a major part of the business that was no longer a strategic
fit and the integration of newly acquired brands, product platforms
and key talent.
- An aggressive one-year
integration plan and six Strategic Imperatives designed to guide the
business for the next three years.
- A compelling strategic
Vision, Mission and Values to reposition the company from a classic
holding company to a more nimble and effective operating company model
with a strong performance culture.
- Executive leadership
and teamwork requirements needed to execute the strategy and successfully
run the business.
Engagement
A newly appointed general manager and the executive team of an international
division of a market share leading global equipment manufacturer had significant
leadership and teamwork issues impacting the division´s performance.
Results of the
engagement
- Clear, shared goals
for the executive team.
- Improved understanding
of the individual and collective strengths of the executive team and
the development of Rules of Engagement for how the team will work together.
- Direct discussions
of the leadership and teamwork issues prevalent in the sales and marketing
functions that were impacting business performance. The executive team
helped define clear roles for each function and established an expectation
of improved performance.
- Repositioning of
the international division as a driver of the total business growth
over the next three years.
Engagement
A new CEO and a seasoned executive team of a regional division of a well-established
financial services business needed to build market share in a highly competitive
marketplace.
Results of the
engagement
- Key imperatives
to grow the business in each of three defined market segments.
- Agreement on roles
and responsibilities for newly defined positions organized by segment
instead of by function.
- Rules of Engagement
and work protocols for when and how the executive team will meet, do
collective and individual work and make decisions.
Engagement
The President/CEO and executive team of a large non-profit organization
required a refreshed strategy and structure and new levels of executive
teamwork to prepare for and execute a significant fund raising campaign.
Results of the
engagement
- New organization
structure to insure campaign success.
- Refreshed Vision,
Mission, and Values and significant stretch Strategic Imperatives using
a broad section of the organization´s leaders in a tops-down and
bottoms-up strategic planning process.
- Executive team
and the broader leadership group worked to build the relationships and
teamwork necessary for a successful campaign and to achieve the Strategic
Imperatives.
Engagement
The President/CEO, executive team and Board of Directors needed to proactively
develop a new culture after the merger of two organizations.
Results of the
engagement
- Vision, Mission
and Core Values of the newly combined organization and the employees
and leadership competencies required for future success.
- Active engagement
of the Board of Directors, managers and all employees in the definitions
of values and competencies and significant marketplace, competitive
and organization issues.
- A leader-led communication
and development approach to introduce and build skills in values and
competencies.
Engagement
The Head of the Middle East business of a global pharmaceutical company needed to align a diverse leadership team around a shared vision, clear strategic priorities and agreement on their executive team role.
Results of the
engagement
- A shared Vision and Strategy that focused the organization and allowed it to leverage expertise, best practices and resources
- A definition of the role of the senior team and agreements on how to work together
- A clear set of next steps designed to accelerate implementation of the strategy and agreed upon changes
Engagement
The Chair of a board of a large financial services organization wanted to define the board´s role and responsibilities, build needed working relationships, improve its effectiveness and clarify its oversight role with management.
Results of the
engagement
- A clear definition of board´s governance oversight role including its duty of care, duty of loyalty and key responsibilities
- A clarification of management´s versus the board´s role resulting in a change in the board agenda, board expectations of staff and staff attendance and participation in board meetings
- A well defined strategic plan developed by management and reviewed, refined and strengthened in a rigorous board/staff offsite planning conference
- A board evaluation process that has improved board performance and led to some board members deciding to not stand for re-election
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