We work across multiple industries and with a range of private and public companies.
Clients typically ask for our help in times of transformation such as a company sale, merger or acquisition, or changes at leadership level.
After several years of underperformance, and six years into their investment, the private equity owners of this international food manufacturer installed a new CEO with a brief to improve performance. The new CEO quickly identified that the business had good products and operated in a growing market, with past poor performance stemming from poor leadership and a dysfunctional culture. As a result, instead of changing the existing leadership team (as others had expected) he chose to focus on culture and use it as the primary lever to transforming the organisation.
He created a new Group Leadership Team, reorganised the structure to promote greater collaboration and shared success and energised the business with a clear and compelling case for change and future state. The role of leadership, behaviour and culture was heavily emphasised as a route to success.
Our role in the transformation was to support the new group executive team and broader leadership community, to provide the tools and language to enable them to lead the transformation and to be source of energy and change across the business. The first challenge was to create a shared view of the ambition for the business that acted as a common language and a source of positive energy and belief. The culture transformation was then organised into three elements:
- Alignment of the top leadership levels to create a shared set of beliefs and communicate a consistent message.
- Broader engagement to inform all levels of the company.
- Alignment of the company’s institutional practices to support the new culture.
There was a consistent level of focus and personal ownership by the leadership team with the need to model the right personal behaviours and maintain momentum at the centre.
Despite the same leadership team being in place, the impact was dramatic, both on the results as well as the energy and commitment within the business.
- Sales increased (in a declining market), leading to a record market share as well as margin expansion.
- Absences in the factories decreased to record lows.
- Service levels increased by 2% (resulting in 1 million fewer ‘short’ cases on retailers’ shelves) equating to £10m of additional sales and £1m of additional profit.
- The company’s ranking in the annual retailer ‘Advantage Survey’ improved from bottom quartile (18th/24) at the start, to top quartile (6th/24) in one year, and to the top position (1st/24) in the second year.
18 months after the start of the programme, the private equity owners were able to sell the business at an unexpectedly high valuation, with the new owners seeing a world-class business and team had been created. The business now forms the centre-piece of a global snacks business.Back to clients
Sean Daly, Chairman & CEO CMIS Group
Working with the team at Coode Associates to assist us with improving the performance of our Senior Leadership Team has been a very effective process balancing expertise and real world experience.
Sir Anthony Seldon, Vice Chancellor Buckingham University
Coode Associate’s mix of practical experience, curiosity and passion in the discipline of organisation culture are much needed and I commend them to any leader looking to improve the alignment and performance of their organisation.
Denis Treacy, Global Chief Safety & Quality Officer, Pladis
The processes Coode used helped us reconnect, identify our strengths, our roles within the team and how we could help each other to become better leaders and a better team.
Anthony Francheterre, CEO Tangerine Confectionary Ltd
Coode’s understanding of leadership and business in general, coupled with a deep expertise in aligning behaviours makes their support invaluable not just at the leadership level, but the whole organisation.