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Professional Development Services


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Professional Development Services

Professional Development Services

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  • 1. Professional Development Services Business Case Studies and Reference List Orlando Moreno 408.656.2498
  • 2. Client’s Situation/Challenge  Company/Business unit in need of considerable change and/or  Business environment in considerable change and/or  Management team in need of improved team work and efficiency and/or  Lack of confidence from key customers and/or  Weak business orientation and business mind set among management and/or  Requirements on substantially improved performance Sight Executive Group's Method 6-12 months client-specific process, including parts or all of:  Evaluation of external perceptions (customers, owners etc)  Gap analysis of external vs. internal perceptions  Workshops and coaching sessions with customers  Internal workshops with the client’s management team  In-depth interviews with individual members in the management team  Coaching and mentoring of members in the management team  Seminars on topics critical to the client (e.g. leadership, board mgmt, evaluation & recruitment, team dynamics, crisis mgmt, business cultural gaps, etc)  Facilitation of team discussions and decisions in the internal strategic development process Examples of Achievements  Recognition and understanding of the requirements in a changing business environment  Improved understanding of specific customer needs and expectations  Re-engineered strategies and processes based on market requirements and expectations  Insight among the individuals of their own capacity and driving motives  Strong management team with self confident team members  Improved business focus and profitability 408.656.2498 2
  • 3. Cellartis 2006-2007, Evaluation of Board of Directors and Executive Team Client’s Situation/Challenge  World frontier company with radically new technology in completely novel business area (human embryonic stem cells for medicines development)  Venture capital investors dominating board and entrepreneurial industrially versed management team  Insufficient trust and dialogue between directors and management Sight Executive Group's Method 6-12 weeks client-specific process, including parts or all of:  Evaluation of external perceptions (customers, owners etc)  Gap analysis of external vs. internal perceptions  In-depth interviews with individual members in the board and management team  Feed-back to all participants Examples of Achievements  Improved recognition and understanding of the requirements in a changing business environment including individual roles and capabilities  Improved understanding of global business situation and requirements  Much improved quality and depth of dialogue between board and directors  Improved insight among the individuals of their own capacity and driving motives  Strengthened management team with self more confident team members and directors with improved understanding of individual roles Reference: Chairman of the Board Anders Vedin. 408.656.2498 3
  • 4. Case Study, Executive Summary Inteltek, ISP-company, Istanbul, Turkey 2004-2005, Turnover 115 million USD, 120 Employees Situation/Challenge  Extremely fast growing company  New industry/Virgin Market  Shareholders not aligned in strategy  Management Team under big pressure  Turnover = 2003; 500 thousand USD, 2004; 16 million USD, 2005; 115 million USD Method  12 months process including:  Interviews with internal/external shareholders – Gap analysis  Executive coaching of Executive Team and Chairman of the board  Strategy Development Process Achievements  Well established and confident Executive Team  Company strongly aligned with external business environment  Shareholders aligned  Strategy aligned and set  Turnover from 16 million USD in 2004 to 115 million USD in 2005 Reference: Ahmet Sezer, GM Inteltek
  • 5. Case Study, Executive Summary Telenor Mobile, Sweden 2003 Situation/Challenge  Urgent need for speedy strategy change and execution based upon market dynamics – focus on what is most important to succeed in the market place Method  Interviews, workshops, coaching etc to ensure that management and employees are prepared for change and effective execution Achievements  “Revolution” of the Swedish mobile market from a value proposition stand point (one flat price & web as distribution channel) – institutionalised a new niche which is being replicated by all operators  Step change improvement in company results  Streamlined and more effective management team – focus on the critical elements in order to succeed Reference: Per Widerström, former CEO (now VP Kiev Star, Ukraine)
  • 6. Case Study, Executive Summary Ericsson, Market Area EMEA 2000-2002 Change Management, Turnover Management 35 billion SEK Situation/Challenge  Ericsson not prime speaking partner to operators in region  Ericsson too technically oriented – does not understand customers true needs. Customers do not ask Ericsson about future  Account managers not businessmen Method  Coaching and mentoring of the Market Areas eighteen top executives  Creation of an entirely different business mindset  Execution of a broad and deep analysis of customer perception of Ericsson’s behaviour and deeply needed change. 46 global, regional and local operators interviewed extensively Achievements  Identification of customers true needs  Implementation of Business Partnership Programme with live business cases – shifting focus from pure technology to customers business success. 100 Account Executives participated References: EVP Karl Alsmar, former EVP Mats Dahlin
  • 7. Case Study, Executive Summary AT&T Wireless – Ericsson, USA 1998 – 2000. Repositioning of Business Relationship. Turnover Customer Account 2 billion USD Situation/Challenge  Ericsson being “kicked out” from it’s largest customer in the five western states and the New York area  Extremely poor relationships, due to Ericsson inability to build business relationships on all levels and inability to deliver products in AT&T Wireless time of “desperation” Method  Harald Torninger active as facilitator and negotiator  Extensive workshops and coaching sessions with Ericsson’s customers. Set customer demands on Ericsson behaviour  Facilitated “insight” and change in Ericsson. USA to meet AT&T’s needs Achievements  Strong business relationship between companies. From an order intake of 0 in 1998 to 2 billion USD in 2000  Strong proactive Ericsson team References: Mats Dahlin, EVP Ericsson Group, Rory Buckley EVP Ericsson, USA
  • 8. Case Study, Executive Summary Ericsson, Microelectronics 1996, ~1200 employees, turnover ~1.5 billion SEK Situation/Challenge  Newly merged business unit & R&D unit, unbalanced costs vs revenues  Disharmonious management team with varying individual self esteem and drive  Partly dissatisfied customers and sceptical owners Method 8 month process including:  Evaluation of external perception (customers, owners etc)  Gap analysis of external vs. internal perceptions  In-depth interviews and individual support to all team members  Facilitation of team discussions and decisions Achievements  Business oriented team and individuals  Improved understanding of customer needs and expectations  Insight of the overall competence and capacity of the team  Insight among the individuals of their own capacity and driving motives  Successful shift towards business focus and profitability Reference: Sigrun Hjelmquist, Business Unit Mgr Microelectronics, Ericsson Components
  • 9. Case Study, Executive Summary Sabert Corporation – China Operations 400 Employees; Revenue US$ 150 million Situation/Challenge  Company’s largest manufacturing plant construction project running behind schedule and over budget  Local HR organization unprepared for staffing of new plant facility  Local management does not appear in control of the situation (running current temporary leased manufacturing facility; setting up global technical development center; project-managing new plant construction, outfitting and start-up) Method  Perform HR Audit and manage the installation of all necessary Sabert Corporation policies, procedures and practices  Replace ineffective HR Director; recruit and select new Director with the required skills and experience  Create new local networking and contact resources for management team support  Coach General Manager through this change process and help the GM focus on the “right thing”  Create management team awareness of the needed competencies and focus required for local success; recruit and select additional key new management team members Achievements  Plant construction project returned to near on-schedule and on-budget performance; “grand opening” happens on schedule  Key newly selected members of management team perform beyond expectations  HR Department is recognized as having the best practices in the Corporation  Global technical development center takes the lead in product innovation within the Corporation 408.656.2498 9
  • 10. Case Study, Executive Summary Ericsson Communications Canada 1995-1997. Company- and Executive Team Development Process. Turnover from 150-400 MCAD in these years. From 100 to 300 employees in the same time. Situation/Challenge  Significant market opportunities were opening up, new frequencies for cellular, new mobile phones, competition in fixed network and new business networks products  Management team with several new participants  Need for close attention to largest customer, Rodgers, with demanding implementation of new product, D-amps  Strong growth of business and staff  Need to choose and implement new business system Method  Management group process to detail operational corporate goals and objectives  Individual assessment, coaching and development plans for all team members  Joint team development process for about one year  Individual objectives aligned with agreed company and group goals  Benchmark interviews with key customers Achievements  Turnover quadrupled 1993-1997  Very satisfactory profit growth  Well functioning management team  Rise in employee motivation to very good level  Attracted talented new employees  Measurably increased awareness of Ericsson in target market segments  Market share in mobile phones and land mobile radio systems ahead of US sister company  Gained new cellular systems customer with GSM, Microcell Reference: Former President, Bernt Hogberg
  • 11. Case Study, Executive Summary M & T Banking Corporation, USA 3000 Employees; Assets 25 billion USD Situation/Challenge  Determine why revenue growth is not occurring in a recently acquired Eastern Pennsylvania bank  Outline strategy of how to kick-start and sustain the desired revenue and profit growth Method  Spend time with local senior management team and key commercial customers to assess the situation  Assess the attitudes, behaviors and abilities of all business development related personnel (discovered an operationally focused, culturally disjointed organization with good customer relationships, but which was quite risk- averse relating to new business)  Provide clear and detailed recommendations for action(s); which included selecting and reassigning more proactive and motivated individuals to key development and management roles  Coach executives in charge to ensure effective execution of planned actions Achievements • Growth in revenue and profits began concurrent with beginning of new, aggressive approach • Significantly improved relations with Corporate Office occurred almost immediately • Within 18 months, acquired institution is viewed as a successful acquisition • Objectives accomplished with no damage to existing customer relations
  • 12. Case Study, Executive Summary Volvo Cars – North America 300 Employees; revenue 1.2 billion USD Situation/Challenge  Internally focused, HQ controlled organization, with a complacent, status-quo culture, but with a latent passion for the Product  Create a North American organization that can support the introduction of a complete new model line and sustain the anticipated growth in market share Method  Meet with management team and key independent dealers to assess situation  Create new organization structure moving critical mass of resources out of HQ and into the field  Assess the attitudes, behaviours, skills and abilities of all relevant personnel  Slot personnel into best-fit roles and coach toward optimum performance in these new roles  Coach CEO in sustaining momentum of new approach Achievements  Growth and new market share level sustained  Dealer relationships and customer relationship management is proactive and effective  Attitude, behaviours, motivation and focus of all key team members are at optimum level  North American HQ role diminished with field organization leading the way in a new relationship with parent organization  Both fixed and variable costs are reduced
  • 13. Case Study, Executive Summary Global Bilgi, Istanbul, Turkey Jan – Oct 2005, Turnover 55 million USD Situation/Challenge  Among the top three percent call centres in the EMEA Region  Very rapid growth from start-up in 1999  Lost control of business operations in 2003 and 2004  Very low trust from largest customers  Need for strong Executive Team to the right strategic direction Method  Individual Executive Coaching and focused Team Development Process during 10 months  Linking individuals/team to direction of the company Achievements  Clear understanding of the strategic direction  Strong Executive Team  Self confident Team Members  Minds and Hearts open to what the Team does not know Reference: Levent Burak Demiralp, General Manager for Global Bilgi, Istanbul, Turkey
  • 14. Case Study, Executive Summary Turkcell 2004 – 2006. Mobile operator listed on the Istanbul and New York stock exchange. 36 million subscribers in seven different countries. 5.000 employees. Annual turnover 5 billion USD. Situation/Challenge  Turkcell has quadrupled in five years.  Management capacity and capabilities are stretched thin  Strategy for the selection and retention of key employees is not in place  Need for an international and corporate leadership Method  Design and implementation of a structured People Development Programme across all companies. This includes Recruitment and Selection, Talent Management, Executive Selection, Executive Coaching and Executive Team Development  Executive coaching of the top 140 managers of the Group for twelve months  Executive Team Development of the eight Top Teams of the Group and its companies during eighteen months Results/achievements  Structured People Development Programme in place  Rigorous Selection procedures in place  Strongly aligned Executive Teams in the group related companies  Systematic Talent Management and Mentor Programme in place  Deep knowledge about the leadership capabilities in the company and group executive level References: CEO Muzaffer Akpinar and Chief Business Support Officer Selen Kocabaş
  • 15. Case Study, Executive Summary Ericsson Messaging Systems, USA 1997-1999, Turnover $40 to 230M. From 140 to 300 employees Situation/Challenge  Very dissatisfied customers due to the company’s “Sell and run” approach  Unstable, non-competitive product  Unprofitable business and no clear strategies  Dysfunctional management team and unengaged employees Method  Evaluation and profiling of all managers and management candidates  Interviews with key customer and stakeholders  Executive coaching of Management Team and managers  Participation and contribution in strategic discussions Achievements  Strong Executive Team  All key customers satisfied with extended long term commitments  Profitable operations and drastically increased turnover  Market leading new product line  Energetic and dynamic workforce Reference: Former President Sture Ostlund 408.656.2498 15
  • 16. Case Study, Executive Summary Astelit LLC, Ukraine 2004 – 2006, 700 million USD investment and third operator in Ukraine. 1100 employees. Start-up business. Turkcell 54 % owner Situation/Challenge  Turkcell acquired GSM licence for Ukraine and TDMA-operator DCC in 2004  Clash between Turkish and Ukrainian company and business culture  Problematic build up of GSM infrastructure due to strong Ukrainian business and democratic culture Method  Intensive Executive Coaching of the eight Turks and seven Ukrainians in the executive team, for 15 months  Focused and strategy oriented Executive Team Development for 15 months  Selection of 15 High Potentials  Assessment of Astelit’s sales force and sales channels- and procedures in Ukraine  Introduction of a Top Talent programme for Ukrainian employees  Recruitment and Selection of Chief Business Development Officer Results/achievements  3,4 million subscribers acquired from January 2005 – January 2006  Strong proactive Executive Team  DCC and Turkcell culture blended into Astelit Culture  Astelit preferred employer for Ukrainian executives Reference: CEO Ahmet Tanyu 408.656.2498 16
  • 17. Orlando Moreno 408.656.2498 408.656.2498 17