Transforming Teamwork at a Mature Software Company
A 20-year-old software company had a large customer base, slow growth, and management that had become comfortable in their departmental silos. The Board of Directors brought in an expert in team development and organizational change as the new CEO with a charter to transform the organization.
Dr. Hurley lead a company-wide transformation focused on three key areas: dramatically improving go-to-market and sales capabilities, igniting product innovation, and creating a dynamic, global team-centric culture. Over a period of 12 months, he broke down silos and forged a team of teams via a new organizational design, responsibilities, and behavior change plan for the business.
- STAKEHOLDER ALIGNMENT
- LEADERSHIP DEVELOPMENT
- CHANGE MANAGEMENT
- BEHAVIOR CHANGE
Despite the pressures from the financial crisis, the leadership team delivered across all their key metrics and successfully positioned the company for acquisition by a Japanese multinational.