Guinness Bass Import Company
Achieved Objective:
•
Took a generative approach to leadership, adding capacity and capability
for a young executive team that turned GBIC from red to black.
•
Created significant growth in sales, while reducing overheads and
introduced key new products (e.g., Smirnoff Ice became the #1 selling 6
pack in America in the first year).
•
Changed key employee behaviors in the business (constructive challenge
and assume positive intent) while improving morale.
What were the Challenges:
•
Business in early stage of development facing a huge growth opportunity.
Heavy investment & expectations from the parent.
•
Senior Leaders in their early careers as business leaders.
•
Build effectiveness of the GBIC senior leadership team, and the
organization at large to achieve an aggressive growth plan.
Solution—
Solution—In Stages:
•
Year I: Build Change Agenda and Leadership at the Executive Team Level
•
Year II: Embed New Values & Behaviors in the Organization and Build
Change Leadership Among Top 50
•
Year III: Measuring Progress – Rewarding & Recognizing Positive Change
and Reinvigorating
How Did We* Do It (just to name a few techniques):
•
Executive Coaching—
Coaching—CEO, etc.
•
Facilitation of Senior Team Development
•
Change management consulting and company conferences
•
Diagnostic tools including surveys and assessments
•
Values and behaviors workshops (define, understand, practice)
•
High Performance Coaching courses
•
Creation of Critics Corner and Strategic Times Exercises to define and
communicate the new vision and organizational shifts
•
Evaluation of measurable progress
*GBIC HR & Manfredo Curtis Associates, LLC.
Guinness Ireland Group
Achieved Objective:
•
Arrested 2020-year consistent decline in market share
•
New products and stateof--the
the--art quality programmes launched in record time
state-of
with unprecedented collaboration between Sales, Marketing, Logistics and
Manufacturing
•
Defined new Values and Behaviours that fuelled productivity transformation
What were the Challenges:
•
Shift from ‘public sector’, entitlement to high performance culture
•
Build GIG Exec team and senior leadership to drive radical growth strategy
Solution—
Solution—In Stages:
•
Year I: Define and imbed new Values and Behaviours through Exec
Leadership and top 120 immersion
•
Year II: Build change leadership through next 250 and implement process
changes through internal facilitators
•
Year III: Export process to other regions while tightening all local performance
parameters; bridge NorthernNorthern-Republican divisions
How Did We* Do It (just to name a few techniques):
•
Executive Coaching - CEO and key Exec members
•
Accelerated, 'deep'deep-dive' Exec team development
•
Change management consulting and internal capability building
•
New strategic business goals used to evaluate change process
•
Team Effectiveness Model used throughout organisation
•
High Performance Coaching designed and inaugural launch in Ireland
•
Open Space Design and Learning Events for 200+
•
HighHigh-risk, crosscross-functional projects facilitated
*GIG V&B Project Team & Morris Graham Associates