A large, global telecom company had recruited a new president for a business unit in one of its largest geographical markets. The business unit was expected to contribute to the group’s necessary transition for long-term competitiveness. A successful expansion on this geographical market had, in many ways, the potential for breaking new ground and establishing new and successful ways of working for the whole company.
Enhancer was asked to run a number of interviews and workshops to get a common view and clear picture of external and internal conditions and of what the most long-term and strategic mission for the business unit should be. Enhancer was also asked to introduce a process whereby the existing structure and the present talent pool was evaluated.
Based on the overall mission for the unit, Enhancer was asked to support the new president in defining clear delegation throughout the organization. Enhancer was also asked to evaluate potential candidates for future recruitment.
The missions for the president of the unit and the missions for the direct reporting management team that was required to complete the mission showed that they had to be on a higher level than what had been the case in the past. Several new managers needed to be recruited to these positions since only a few were available in the talent pool.
Both the president, the team members, external candidates and other stakeholders within the company have experienced that the mission has been clarified and that in turn has had positive effects on the effectiveness and efficiency within the business unit. The financial result, as well as satisfaction among employees, has measurably increased. As a direct consequence of the Enhancer project, the business unit managed to renegotiate a deal with one of the company’s largest customers resulting in a net result-improvement of USD 25m.
Due to the clearly expressed missions, it has been perceived as easier to attract top candidates the new roles.