Transforming a fragmented management team into a performance driver
Challenge
Visit october 2022, a new era dawns for this iconic French brand, leader in the FMCG sector, with the acquisition of a majority stake by a Private Equity.
The strategic objective is clear: optimise production capacity and boost industrial performance, with a direct impact on the supply chain.
The industrial site has a number of major assets:
- a largely local production
- a integrated, high-performance industrial ecosystem
- a solid CSR strategy
The plant manager has been in post since 2018. Prior to the acquisition, the site's management team operated under the close guidance of a highly operational corporate team.
After the takeover, the organisation entered a phase of rapid transformation.
The factory leadership team has a turnover of 50%, this is a major challenge, upsetting existing balances.
A number of malfunctions quickly became apparent:
- Decisions made in silos, generating operational misalignments
- High operating pressure, and heightened tensions between teams
- Resistance to change, the Group's new "digitalization" and "automation" strategy is putting the brakes on digitization and automation initiatives.
- Leadership gaps, in coaching, conflict management and communication
These dynamics slow down decision-making, complicate problem-solving and impact industrial performance.
Without targeted intervention, the risk was twofold:
- slow down the strategic transformation expected by investors
- weaken the site's cohesion and performance.
About us
Against a backdrop of industrial transformation and a change of shareholder, a site's performance depends as much on its systems as on the quality of its management team's collaboration.
When leaders operate in silos, the consequences are immediate:
- slower decisions
- inter-departmental tensions
- loss of operating efficiency
- difficulty in managing change
The central question was: how do you transform a recently reconstituted group of leaders into a truly aligned management team, capable of steering the site's industrial transformation?
Strengthen the management team's collective effectiveness in order to :
- develop a shared vision and cohesive leadership
- improve cross-functional communication and collaboration
- speed up decision-making and problem-solving
- strengthen leadership and team management skills
- support implementation of transformation initiatives (digitisation, automation)
A program of structured team coaching over 7 months, combining in-depth diagnosis and group support.
Phase 1 - Kickoff & Diagnosis (1 month)
- 360° feedback
- Team assessment
- Individual interviews with team members
Objective: identify the team's systemic dynamics and the obstacles to collaboration.
Phase 2 - Core Team Coaching (6 months)
Team coaching sessions focused on real leadership and site performance issues.
Topics covered :
- Building a shared vision and cohesive leadership
- Effective communication and psychological safety
- Strengthening delegation and empowering teams
- Collective decision-making and empowerment
- Change management and resilience
- Action plan to embed new practices
The approach aimed to make the team's systemic dynamics visible and set up new ways of working together to enhance industrial performance.
✔ Reduce silos and improve coordination between departments
✔ Faster, more aligned decisions
✔ Smoother internal communication and faster resolution of production problems
✔ Increased team commitment with improved morale and motivation
✔ Leadership more open to innovation and transformation initiatives
✔ Successful adoption of new digitalization and automation initiatives
Are you facing a similar situation?
In periods of transformation - change of shareholder, growth, digitalisation or restructuring - the management team cohesion becomes a strategic performance lever.
Team coaching aligns leaders, accelerates decision-making and strengthens operational execution.
Would you like to enhance the effectiveness of your management team in a context of transformation? Let's talk.