A division within a large logistics services company was not turning a profit and had unreliable performance.

Upon being promoted, the new CEO complained that everyone within the organization was moving in a different direction without clear priorities. She called upon Insigniam to help build alignment within the newly formed ELT.

This new ELT consisted of new players as well as folks from ‘the old regime’. The two constituencies were fragmented. Insigniam’s consultants revealed issues around particular personnel and the lack of alignment. During the work sessions, the misalignment was unhooked and a leadership coalition was formed.

Together, the team created a strategic context that brought alignment, clarity of priorities, leadership practices, established metrics to determine progress, and key areas to fulfill the strategy. The team also selected key initiatives to execute in the near and long-term that would turn around profitability.

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