Our Record

We have served over 40 large, multinational corporations across North America and Europe

Over 75% of our work is secured through long term relationships

Diverse industry experience, serving organizations in Pharmaceuticals, Pension Plan Funds, Financial Services, Manufacturing and FMCG

We have coached over 200 individual senior leaders, ranging from Vice Presidents to the CEO

We have co-created and co-led organizational change management programs with scores of client teams, ranging in size from 6 to 100 leaders and their teams

We have supported over 20 organizations to develop their own methodologies and tools to lead enterprise planning, organizational change management and organization design

We work with our clients over multiple years as their needs evolve.

Designing and implementing organization strategy and structure

A leading global Pharmaceutical organization—merging a significant acquisition with a new market-leader product but bringing a duplicate sales force, back office support and clinical leadership structure.

Solutions:

  • The entire organization was restructured, with clear accountabilities, roles and responsibilities, to truly blend the two organizations and take advantage of new thinking and new opportunities.
  • Leadership governance was redesigned to both conform to the acquirer’s legacy requirements and to incorporate the benefits of delegated authority practised by the acquisition.
  • Coached key leaders to collaborate with new peers, to adopt revised practices and become one team.
  • Identified the common and different elements of culture between the two organizations.  The common elements were emphasized in communications and engagement with staff.  The differences in cultures were translated to changes in practices for both organizations’ leaders, salesforce and clinicians.

Main Benefits and Results:

  • Retained key leaders and their intellectual capital and relationships with their client base.
  • Turned an acquisition into a ‘partnership of equals’ which successfully retained leaders (from both organizations).
  • The combined sales force expanded their sales platform to include each other’s products, which led to increased revenue through cross selling.


Helping leaders and teams to learn how to manage behavioural change

A leading Pension Plan transforming their internal processes and practices to further inculcate risk consciousness and risk management within investing.

Solutions:

  • Defined new work processes and accountabilities to take advantage of new risk management technologies.
  • Changed from silo working to working collaboratively across multiple functions to achieve shared objectives and goals for managing risk.
  • Defined pivotal behaviours and translated into pragmatic practices to support cross functional working.

Main Benefits and Results:

  • Leaders adopted an enterprise governance process and accountabilities for risk information.
  • Leaders aligned to shared view of risk management objectives, goals and performance improvement (to meet publish target time).
  • Organizational silos replaced with an end-to-end multifunctional team collaborating to manage risk information (successfully navigating a matrix structure).
  • Cross functional leaders ‘owned’ risk data as an enterprise accountability – ‘one source of truth’.


Coaching leaders’ to improve their personal effectiveness

A global construction corporation reviewing the role of its North American regional structure and its relationship with the European-based Head Office.

Solutions:

  • Coached the Regional President in strategy ideation and leading his executive team through the regional strategy review.
  • Enabled the Regional President to facilitate an enterprise strategy review process between the European Head Office and the North American region.
  • Enabled the Regional President to engage his executive team in revising the North American Business Unit strategies
  • Developed the regional strategy for North America including rationalized product groupings and reducing from 4 to 3 Business Units.

Main Benefits and Results:

  • Improved working relationship and trust between Head Office and the North America region.
  • North America Regional President formerly viewed as ‘un-strategic’ promoted to Head of emerging strategic region in Asia.
  • North America Regional President’s executive team significantly more clear and aligned on the NA strategy for the three product lines.
  • Business Units successfully rationalized with maintained sales revenue and improved margin.

 

Learn more about how we can help your company or contact us for more information.

 

Our Solutions

Avocet Organizational Performance Inc.
Marian Bradshaw-Knapton

LinkedIn icon

© 2016 Avocet Organizational Performance Inc.

Avocet Organizational Performance Inc. Logo
LinkedIn icon
Avocet Organizational Performance Inc. Logo

Our Record

We have served over 40 large, multinational corporations across North America and Europe

Over 75% of our work is secured through long term relationships

Diverse industry experience, serving organizations in Pharmaceuticals, Pension Plan Funds, Financial Services, Manufacturing and FMCG

We have coached over 200 individual senior leaders, ranging from Vice Presidents to the CEO

We have co-created and co-led organizational change management programs with scores of client teams, ranging in size from 6 to 100 leaders and their teams

We have supported over 20 organizations to develop their own methodologies and tools to lead enterprise planning, organizational change management and organization design

We work with our clients over multiple years as their needs evolve.


Designing and implementing organization strategy and structure

A leading global Pharmaceutical organization—merging a significant acquisition with a new market-leader product but bringing a duplicate sales force, back office support and clinical leadership structure.

Solutions:

  • The entire organization was restructured, with clear accountabilities, roles and responsibilities, to truly blend the two organizations and take advantage of new thinking and new opportunities.
  • Leadership governance was redesigned to both conform to the acquirer’s legacy requirements and to incorporate the benefits of delegated authority practised by the acquisition.
  • Coached key leaders to collaborate with new peers, to adopt revised practices and become one team.
  • Identified the common and different elements of culture between the two organizations.  The common elements were emphasized in communications and engagement with staff.  The differences in cultures were translated to changes in practices for both organizations’ leaders, salesforce and clinicians.

Main Benefits and Results:

  • Retained key leaders and their intellectual capital and relationships with their client base.
  • Turned an acquisition into a ‘partnership of equals’ which successfully retained leaders (from both organizations).
  • The combined sales force expanded their sales platform to include each other’s products, which led to increased revenue through cross selling.

Helping leaders and teams to learn how to manage behavioural change

A leading Pension Plan transforming their internal processes and practices to further inculcate risk consciousness and risk management within investing.

Solutions:

  • Defined new work processes and accountabilities to take advantage of new risk management technologies.
  • Changed from silo working to working collaboratively across multiple functions to achieve shared objectives and goals for managing risk.
  • Defined pivotal behaviours and translated into pragmatic practices to support cross functional working.

Main Benefits and Results:

  • Leaders adopted an enterprise governance process and accountabilities for risk information.
  • Leaders aligned to shared view of risk management objectives, goals and performance improvement (to meet publish target time).
  • Organizational silos replaced with an end-to-end multifunctional team collaborating to manage risk information (successfully navigating a matrix structure).
  • Cross functional leaders ‘owned’ risk data as an enterprise accountability – ‘one source of truth’.


Coaching leaders’ to improve their personal effectiveness

A global construction corporation reviewing the role of its North American regional structure and its relationship with the European-based Head Office.

Solutions:

  • Coached the Regional President in strategy ideation and leading his executive team through the regional strategy review.
  • Enabled the Regional President to facilitate an enterprise strategy review process between the European Head Office and the North American region.
  • Enabled the Regional President to engage his executive team in revising the North American Business Unit strategies
  • Developed the regional strategy for North America including rationalized product groupings and reducing from 4 to 3 Business Units.

Main Benefits and Results:

  • Improved working relationship and trust between Head Office and the North America region.
  • North America Regional President formerly viewed as ‘un-strategic’ promoted to Head of emerging strategic region in Asia.
  • North America Regional President’s executive team significantly more clear and aligned on the NA strategy for the three product lines.
  • Business Units successfully rationalized with maintained sales revenue and improved margin.

 

Learn more about how we can help your company or contact us for more information.

Our Solutions

LinkedIn icon
Avocet Organizational Performance Inc. Logo

Avocet Organizational Performance Inc.
Marian Bradshaw-Knapton

LinkedIn icon

© 2016 Avocet Organizational Performance Inc.