There was turmoil in the executive level of a 4,500-employee organization. The volatile economy pointed to the possible need for cutbacks. At the same time, the market opportunity pointed to the possible need for mass hiring. This caused uncertainty and indecision among the executives and a major morale problem among the employees.
Global Aperture stepped in with a strategy to bring order and calm to the situation. Working closely with the executive team, we launched a 100-day contingency planning effort, conducting strategy sessions and making a detailed analysis of the situation. We monitored events with daily communication and worked to unite a team that stress had divided.
As a result, senior executives could finally get their arms around the
situation, gain confidence, and instill that confidence in both employees
and customers. The decisions we helped them make prepared them to deal
with the economic and market uncertainties. The techniques Global Aperture
taught them became standard practice for the company.
Strategic improvement is sometimes regarded as an added responsibility, something outside of the scope of one’s ‘day job’. But what happens when your team returns from its planning process? How can you maintain momentum and ensure that improvements are integrated into your team’s operating rhythm?
Global Aperture’s integration services ensure that the momentum gained in your planning and alignment efforts continues even amidst the ever-present pressure of competing priorities. These services help you stay focused and on track.