Manufacturer of Iconic Global Brands Hires McKinney Rogers to Align Employees and Improve Operations in the U.S.A. through High Performing Teams

The United States division of this famous manufacturer of some of the world’s leading brands, serves as the import, sales and marketing arm of this global organization.

The company boasts a portfolio of some of the most recognized and top-selling brands in the United States.

For the organization, the United States is the most important market in the world due to its sheer size and because U.S. market trends are adopted around the world. The company acquired various well-known premium brands leading up to 2007 in order to build a product portfolio that could compete aggressively across the U.S. marketplace. The big challenge the company now faced was how to align its hundreds of employees around all of the brands, under one functioning team, and lay the groundwork to maximize returns from its impressive portfolio of brands.

The U.S. company’s newly appointed CEO in North America, recognized the need to alter the way people worked and to break down operational silos that had built-up within the company as a result of organic growth and acquisitions. The CEO felt that a particular problem was business units not sharing best practice across different brands, functions and geographies. He asserted, “Employees were thinking as individuals rather than as a team. Changing this would unleash the talented people in our business to make much better use of their colleagues, something that by itself would dramatically improve effectiveness.”
Having worked with business execution professionals McKinney Rogers at a previous company the CEO was convinced that their expertise at delivering alignment solutions and their unique results-driven approach would drive the company to achieve its U.S. growth targets.

HPT Workshops

McKinney Rogers tackled the challenge through a series of High Performance Team (HPT) workshops conducted semi-weekly over a six month period, for 450 U.S. employees. The objective was to align the company’s culture, people, processes and performance measurement.

At the heart of the HPT workshops is ASPIRE®. An acronym for Aim, Situation, Plan, Inspire Reinforce, and Evaluate. ASPIRE® is an HPT model for establishing clarity and alignment while identifying and replacing negative behaviors with more effective ways of operating. By pairing people from different divisions and levels within the company, McKinney Rogers was able to take individuals out of their comfort zone and dissect the communication and management process. Applying real life problem solving scenarios, role-playing challenges and other techniques, the workshops were designed to establish a new HPT approach going forward for the teams.

The workshops illuminated weaknesses and opportunities for improvement in the existing approach, and exposed senior management and more junior employees to one another’s challenges, limitations and perspectives. The workshops ensured that company employees were committed to new performance goals, as they developed both team and individual action plans, which ensured that the culture and new ways of working were all focused on becoming an HPT.

The CEO expressed, “The coaching approach to improving performance has been a great success. Employees are living the company’s values, all working in the same direction, and they are determined and passionate about achieving the company’s goals.”
The company achieved 13 percent earnings from operating growth leading up to the recession, which placed it on the needed trajectory to achieve its long-term goals. The company has undergone a culture shift that can be directly attributed to McKinney Rogers’ HPT philosophy, which focuses on changing people’s perspectives as to what it takes to “exceed expectations at every opportunity.” According to the U.S. Company’s CEO, “McKinney Rogers unleashes the power of individuals to become a high performing team. They realize the leadership power in people by helping the company get to the vision of where it wants to be. Unlike consultancies that come in, run their program and leave, McKinney Rogers stays with you, makes sure you are managing the program and is interested in the success of the company.”

The Global CEO added, “McKinney Rogers was the catalyst that unleashed a significant change which has led to greatly improved business performance in a vital market. The changes to employee behavior and company structure that resulted from the HPT workshops remain solidly embedded and the new ways of working still apply today. This success in the U.S. market is the first chapter in what I hope will be a global story.” Based upon the U.S. Company’s success, the Global CEO and his global team are now also using McKinney Roger’s HPT offering to align the vision and embed the values across a 6,500 strong workforce with the effect of creating alignment and in turn accelerating the attainment of one unified goal.