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Published by: Institute for Management Development (IMD)
Originally published in: 2006
Version: 24.05.2006
Length: 15 pages
Data source: Generalised experience

Abstract

After a decade of continuous success within IQ, a computer products, services and solutions company with revenues of $79.9 billion, an executive, Duncan Covington, was tasked with turning around an underperforming procurement organisation with a vacancy rate of 45% and a tarnished internal reputation. Additionally, there were rumours that the organisation was going to be disbanded and procurement decentralised. Just five years earlier this same organisation had been considered an outstanding contributor to the company and had received numerous awards and accolades. Covington needed to accomplish this turnaround without additional resources or budget. In order to do so, he created six leadership structures for the organisation to reach sustainable success. Learning objectives: to provide a framework for managers looking for structures and tangible methods to turn around an organisation and gain higher productivity. This case gives the building blocks of these structures and prompts the discussion of how to best apply them for sustainable success and how leadership can best serve an organisation. It provides participants with management tips that will make their leadership more effective through processes rather than behaviours.
Location:
Size:
USD79.9 billion in revenues (2004)
Other setting(s):
1999-2003

About

Abstract

After a decade of continuous success within IQ, a computer products, services and solutions company with revenues of $79.9 billion, an executive, Duncan Covington, was tasked with turning around an underperforming procurement organisation with a vacancy rate of 45% and a tarnished internal reputation. Additionally, there were rumours that the organisation was going to be disbanded and procurement decentralised. Just five years earlier this same organisation had been considered an outstanding contributor to the company and had received numerous awards and accolades. Covington needed to accomplish this turnaround without additional resources or budget. In order to do so, he created six leadership structures for the organisation to reach sustainable success. Learning objectives: to provide a framework for managers looking for structures and tangible methods to turn around an organisation and gain higher productivity. This case gives the building blocks of these structures and prompts the discussion of how to best apply them for sustainable success and how leadership can best serve an organisation. It provides participants with management tips that will make their leadership more effective through processes rather than behaviours.

Settings

Location:
Size:
USD79.9 billion in revenues (2004)
Other setting(s):
1999-2003

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