Manufacturer of plastic construction materials with a turnover of £20 million and 60 staff
There was no middle management team, so the four directors on the board were dealing with all day to day business. This gave them no time or opportunity for business or strategic development. We were asked to initiate change.
We carried out a culture and leadership audit. This identified silo working, a culture of fear and a lack of accountability; managers had been given leadership roles, but talented managers with greater potential were confined to operational tasks. We provided ongoing wise counsel, recruited new talent and created a leadership development programme.
We made sure that our advice was practical, so the company was able to take ownership of the culture change required. There is now evidence of active leadership and business expansion.