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Standing in the shadow of a culture built by the former and very charismatic founder, our client realized the need for a new direction and the calibration of culture to support new ambitions.
We helped the leadership team go through a process of re-defining their reason to be in business and clarification of leadership values. This became the basis for employing new behaviours and initiating a shift in culture.
A cadre of workshops were developed to firstly align outlook and processes, then understand and align needs and finally to calibrate governance and resources.
The engagement was executed over 6 months and included both executive and extended leadership team, and project leaders and leaders for support functions.
The CEO for the programme stated: Until now we have never really talk together.
Our client was dealing with constant firefighting in an environment characterised by lack of leadership capacity. Simultaneously, his caring and non-confrontational approach, was affecting timely action on critical and strategic business issues.
Over a period of 6 months we coached the CEO to transform his leadership style from the “caring battle field medic” to the “foreseeing captain”.
The CEO’s new way of seeing and being have helped him go from being everyone’s go-to guy to ensuring the safety of the entire business, starting the process of rebuilding the leadership team, narrowing the business scope and turning red numbers into black.
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