TURNING AROUND A DYSFUNCTIONAL EXECUTIVE LEADERSHIP TEAM IN A RETAIL ORGANIZATION

PROBLEM

Brand B was one of seven business units in a $7B retail organization. Brand B had missed its financial targets over the prior two years and was facing another miss unless significant changes were made.

Senior executives had different opinions about customers, competitors, and sales channels; there was little consensus on key goals; roles and responsibilities were unclear; executives complained about ineffective meetings; and finger pointing was routine.

SOLUTION

A team diagnosis was completed using phone interviews and the Team Assessment Survey II. 

The Rocket Model framework was then used to design a series of off-sites for the executive team. The team:

  • gained alignment on the situation facing the Brand
  • identified the vital few goals that need to be accomplished to achieve budget
  • restructured its membership
  • clarified roles and decision-making responsibilities of team members
  • significantly reduced the number of meetings and established a new operating rhythm
  • and built quarterly action plans

OUTCOME

A follow-up administration of the Team Assessment Survey II showed dramatic improvement in team functioning, and the team was able to successfully achieve its year-end financial goals.