Case Study

Selected iconic work done with PE Funds and their Investee Companies

Leadership Profiling & Upliftment of the Leadership Team

Context

The Fund invested RM330 million into an electronics manufacturing company comprising 7 manufacturing plants within Malaysia and 2 in surrounding countries (Vietnam and Indonesia).

Issue at hand

To drive the revenue earnings of the Investee Company as well as to enhance profitability by 20-25% compounded per year. To support this, there needed to be a leadership team as well as an organization structure which was aligned with the end game outcomes.

How we did it

Conducted a holistic organization diagnostics review impacting people practices, structure, critical future centric role identification, role fit reviews, reevaluating norms of behaviour as well leadership profiling of the extended leadership team. Applied DISC, Emotional Intelligence and Leadership Competency Profiling tools, as well as Performance Gap Indicator analysis of the organization at large.

Key stakeholders

CEO, Top Team Leaders and members of the Extended Leadership Team from Investee Company, the Investment Team from the Fund.

Outcomes

Clear perspectives on areas of strengths and weaknesses both organizationally as well as leadership related. Identification of norms of behaviours and how to hold people accountable for commitments made. Linkage of roles and responsibilities to the outcomes expected of the Strategies.

Leadership Profiling & Top Team Alignment

Context

The Fund had invested RM250 million into a LED light manufacturing and solutioning company with a regional presence in Malaysia, Singapore & Australia.

Issue at hand

How best to ensure that all top team members of the Investee Company are aligned to a common purpose and adhere to a common norm of behaviour which in turn drives the strategies for the future and exponentially grow the company by 25% compounded growth yr on year?

How we did it

Conducted a Top Team Alignment Exercise with not only the Senior Leadership Team of the Investee Company but also with the key team members of the Fund. This was interrelated to strategy execution as well as to roles and accountabilities and a common purpose to lead the organization forward. Applied DISC and Emotional Intelligence profiling tools.

Key stakeholders

CEO and Senior Leaders from the Investee Company including Senior members of the Investment Team from the Fund.

Outcomes

Clear norms of behaviours for the whole organization and how to hold people accountable for commitments made. Linkage of roles and responsibilities to the outcomes expected of the Strategies.

Selected iconic work done on Top Team Development

Coaching for Succession

Context

With the retirement of the then prevailing CEO of a Central Agency, there was a need to identify a successor for the role. And this successor was to come from one of 2 Deputy CEOs were then heading the Organization.

Issue at hand

How best to groom the potential successor for the potential role of CEO?

How we did it

To do this as effectively as possible, a 6 month Executive Coaching program was crafted specifically for the 2 D-CEOs. Applied a 360 DISC and Emotional Intelligence profiling to acquire an appreciation of the 2 D-CEOs.

Key stakeholders

The CEO, 2 DCEOs as well as the Head of HR.

Outcomes

Coaching sessions which were held every 3 weeks with a clear focus on how best to enhance the leadership capabilities of the 2 D-CEOs with the assistance and guidance of the CEO. Clear outcomes of which of the 2 Deputy CEOs was most fit for role.

Driving Productivity

Context

Senior Directors Development and KPI setting for the Organization at large.

Issue at hand

In adequate alignment between the senior directorate team and the lower levels of management.

How we did it

Entered into a high performing executive coaching sessions with the 3 Directors with the aim of enhancing capabilities to hold people accountable. Reviewed departmental KPIs to ensure alignment with the common goals of the Organization. Tweaked the KPIs to be more outcomes driven vs being transactional in nature.

Key stakeholders

The CEO, the Directorate Team and n-3 level of the Management Team.

Outcomes

Clarity of KPIs which are outcomes focused, enhanced capabilities of Directorate Team to drive effectiveness and manage accountability of their team members by conducting “difficult” performance based conversations.