The current CEO of Carview Corporation was appointed in 2017 and formulated a new vision based on recent changes in the automotive industry.
The organisation needed to change in order to achieve this new vision, which was set to launch in 2018. In order to do this, the CEO identified that they would firstly need to revise the personnel and assessment systems. They would then need to strengthen management – the key factor – in order to promote the development of those employees who would be implementing the changes in this important year, encouraging and empowering them to take action.
The main goal of management reinforcement was to share the same protocols among all managers. By developing a common understanding of the strength of the corporation, managers would be empowered to do better than just imitating the management of superiors or adhering to previously established management styles.
This would also enable them to understand and reflect these protocols in their time management, as well as deepening their knowledge and understanding of effective management.
Carview worked with Impact to establish a programme consisting of a one-night training session, run by Impact, and an in-house follow-up. The training session focused on the following:
- Lecture on basic knowledge of management
- Problem-solving activities in groups
- Review of each team, led by a facilitator
- Sessions of dialogue and discussion
Participants were able to put what they had learned in the lecture into practice in the experiential section.
They repeatedly reflected upon different personality types within the organisation. Accordingly, participants not only acknowledged what they did/did not do, but also explored the motivations behind their decision making.
Relationships between participants were strengthened through dialogue in which they shared their own projects and visions with each other, gaining a sense of ownership. In addition, participants were encouraged to review their time management abilities, make a plan to realise their vision and achieve more self-awareness.
All the participants developed an understanding of the management protocols through the basic knowledge acquired during the training and simulated activities. They became aware of how they were expected to act in their roles.
A sense of solidarity was also created among the managers, with communication between departments becoming much easier and more effective.
The CEO participated in the training as a member of the management team. She is now confident that they have successfully accelerated the business plan for the next fiscal year and is happy that the programme provided a great opportunity to launch this new vision.
Other case studies
Transformational Change at the Salvation Army
Revolutionising the way the charity tackles homelessness
Leadership Development at Farmlands Co-operative
Leadership development for business transformation
Talent Management at the Department for International Development
Supporting its best people operating in the toughest locations
