Hudson Chesapeake Ltd

 

 

445 Park Ave., 9th fl New York, NY 10022 * 646 383 7600 * info@HudsonChesapeake.com

Case study 2                                                                         

Background: Commercial recreational equipment for playgrounds, resorts, restaurants, and aquatic environments worldwide

 

 

Challenges

· Company’s pre-sales focus entirely on short-term cost reduction

· Former Marketing executive assumed CEO slot with challenge to build for growth

· Needed to ensure “right team” and right capabilities in place to take organization to “next level.”

 

 Issues Surfaced by Diagnostic

· Disparate de facto strategies among multiple operating units

· Operational gaps: quality, deliveries, production run optimization

· Intermittent performance assessments, not tied to strategic objectives

· Weak marketing: no clear differentiation/value statement

· Reactive product development

 

Project Deliverables

· Integrated strategic direction leveraging cross-divisional advantages, both market- and operations focused

· Identified key gaps and needed competencies in worldwide leadership team

· Management-driven Action Plans for:

- New, marketing-focused organizational design, including new CMO position (role and responsibilities)

- Performance management system

- Strategic planning process

· Performance management system linked to strategy (follow-on)

· Systematic strategic planning process and tools (follow-on)

Outcome

· Company on steady growth path fuelled by operations improvements and customer-needs driven  innovation

· New senior management team had clear road map to focus and speed up critical changes