Case Study: TRANSEARCH Strategic Leadership Review Producer ...

Case Study: TRANSEARCH Strategic Leadership Review
Producer of Software for a specialized market
Practice: Technology, Communication & Media, Software
Challenge:
The company is growing successfully and fast. The product conquered the premium segment
of its market. The company became one of the market leaders in its segment.
Different opinions between the owners regarding the strategic direction, further product
development and the marketing strategy for the company decelerated further growth. With
the help of the TRANSEARCH Strategic Leadership Review (TSLR) the qualification and
leadership potential of the executive team has been checked.
The goal was to create a new organizational structure with varied tasks and position
responsibilities. Employees were to be supported and offered guidance in growing into their
new responsibilities.
Process:
After several intense briefings with the owner/managing director the TSLR was thoroughly
planned. Additionally to the acting executives all potential leaders as well as the co-owner
and the Managing Director were integrated.
A kick-off event, describing goals and process of the measures, informed all participants. The
meeting took place at a neutral location. All participants were to prepare a biographic
questionnaire that was sent to our consultants.
Open, curious and motivated participants took part in the talks with the consultants. The
partly standardized, half-structured interviews were constructive, often in humorous
atmosphere, focussed on the work history and biography of the interviewees. Case studies
from day-to-day tasks and situations were discussed and role plays were arranged.
Confidential reports for every participant, describing functional qualification as well as
personal adequacy, strengths and potential, ideal role and need for training and further
development were compiled. A new organizational structure was proposed. The results were
presented, written and personally, to our client. This led to significant changes in the roles of
some of the participants and the adoption of new responsibilities for others.
During the feedback talks all participants were motivated and assured to face their new roles.
Help and supportive measures were defined and implemented. All participants obtained
proposals for short and midterm advanced training.
Results:
One of the significant changes was that the co-owner and active managing director decided
to hand over his responsibility for product development and technology. With a new placed
head of software development the way was free for a distinct organization of this department
and a future-oriented restart. This was the foundation for the re-orientation of the main
product for future market needs. The new Head of Technology found a strengthened team,
confident which direction to take in future cooperation.

In sales strong young ladies were empowered to use their potential to take over leadership
roles even more consequent and self-confident. The sales crew was added to by a lot of new
staff which grew productive within short in the clear structure. In other departments the down-
stepping of some heads was finally appreciated by themselves and gave the whole team a
positive dynamic.
In a short-term implemented project position profiles and responsibilities were approved and
a minimum of communication rules were implemented.
We found an extraordinary motivated and loyal executive team, which was strengthened,
stabilized and professionalized through the TRANSEARCH Strategic Leadership Review.
This team assigned the motivation from the measure on the whole company. Market share
and operative results are in further double digit growth.