The client is an industrial corporation in the automotive industry, with operations in 22 countries and +7.000 employees. The business provides car part products and services to the majority of car manufacturers on the planet.
Following the creation of a business unit to manage in a new geographic region there was a need to improve engagement and alignment of the management team in order to deliver effective and timely business results.
The work started with the top management team utilising Phase 1 of the Pinea3 methodology and cascading down to next level of management during Phase 2. Over a number of months, individuals within the management team went through a process of opening, acceptance and mutual recognition. They achieved personal alignment with the business strategy and made clear individual and group commitments. The team has gone through a self-assessment of their unit following the 7 x3 parameters of the Organizational Energy System ® methodology and have identified the opportunities for improvement. Accordingly, they have revised their business strategy and developed a set of actions to deploy the change required.
The new business unit achieved its business goals one quarter ahead of forecast.
The above process was repeated 2 years later with another business unit.