{"id":2542,"date":"2013-07-26T14:09:53","date_gmt":"2013-07-26T14:09:53","guid":{"rendered":"https:\/\/www.icebreakerexecutive.com\/?p=2542"},"modified":"2013-07-26T14:09:53","modified_gmt":"2013-07-26T14:09:53","slug":"august-2013-what-are-the-2-hidden-barriers-that-prevent-companies-from-thriving-in-2013","status":"publish","type":"post","link":"https:\/\/winningthinking.co.uk\/?p=2542","title":{"rendered":"August 2013 – What are the 2 hidden barriers that prevent companies from thriving in 2013?"},"content":{"rendered":"

\u00a0Greetings<\/span><\/p>\n

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\"WED_8448\"<\/a><\/span><\/div>\n<\/div>\n

I would like to take the opportunity to demystify how it is possible to change a culture in 2 weeks<\/strong>, because most executives would be right to think this is ridiculous and might take years. Below is how a high performing culture has been created in 2 weeks, without cutting corners, by way of a live case study<\/strong>. Why does this interest me? As a former NASDAQ and FTSE executive who has been there, I have always been passionate about helping people realise their full potential, and enabling management to achieve truly remarkable results. Learning is at the root of happiness and motivation. Complication is not clever, so I have kept this simple. I hope this motivates you to get in contact.<\/span><\/p>\n

Oxford Economics research stated that by 2015, 68%<\/strong> of organisations will go through a significant transformation<\/strong>. Is your business culture capable of transformation? And how will YOU enable the right culture to create a sound basis from which to build vastly more value?<\/span><\/p>\n

The case relates to a well established high technology company based in the Midlands whose sales dropped from nearly \u00a320m to 30% below breakeven and the business was haemorrhaging cash. Their financial projections had rarely been achieved and latest projections were naive. The owner \/ director’s analysis was centred upon dismissing their staffs’ ability. The company had been unable to recruit or retain the right sales or operations people. That analysis might sound odd<\/strong>, or were these statements linked<\/strong>?<\/span><\/p>\n

Within 2 weeks of Icebreaker engaging, the organisation was changed, financials clear, team became highly motivated, directors saw the light at the end of the tunnel and the business is running pretty well. Turnover in the last 2 weeks to June month<\/strong> end increased 170% and business loss was reversed to a healthy profit.<\/strong> This business is now on track to a \u00a31m reduction in the overdraft by year end. The basics of a high performance culture<\/strong> are now in place<\/strong>. The business now just needs expert oversight.<\/span><\/p>\n

What is common here with every other assignment? 90% of this success in changing the culture resulted from changing the directors’ behaviours<\/strong> and redefining their roles. This is the paradox as executives behaviours are always at the root of the issue<\/strong> and therefore the starting point… Or it follows that the culture change will probably never happen<\/strong>, not even in years?<\/span><\/p>\n

What are the 2<\/strong>\u00a0hidden barriers<\/strong> that prevent companies from thriving?<\/span><\/p>\n

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  1. Change in behaviours and roles always start at the TOP<\/strong>. Getting this right defines:You need a catalyst<\/strong> with a complimentary skill set to make this happen. One who walks the talk, carries the can, wears the company fleece and has the experience to know how to appropriately raise the bar to maximise the value and learning up to an event and\/or sale.<\/span>\n