A virtual wall between sales and service hindered communication between functions and opened the door for errors...
Hiring practices had been pretty hit-and-miss. The overall talent of the management team members varied dramatically. As a result, collaboration and team performance suffered.
A high-level employee at a global organization was asked to prepare to take on a significant promotion. He knew he needed to develop certain leadership skills, but where to start?
Because departments in a global organization worked competitively instead of cooperatively, follow-up was neglected, customers were confused, money was left on the table,and profits suffered.
Stalled by personality clashes,an intact team was barely communicating let alone collaborating. Then a new role was added to the team and tensions grew worse.
A financial institution determined that identifying, mentoring, and developing high-potential leaders was essential to the institution’s growth. But those were not in-house capabilities.