schneider + partners has over 25 years of experience helping creative and construction professionals to be even more successful in running their organisations and achieving their goals. This series of CASE STUDIES reflects some of the ways we have helped clients.
schneider + partners
creative management consultants - london
+ 44 (0)20 7586 0110
GET IN TOUCH
An international design group suffering a downturn in performance sought our services. Its European Board needed an independent ‘facilitator’ for its meeting in London with the aim of developing a common sense of purpose and direction for both its design and management teams
We planned a two day event to air issues, develop discussion, and lead to consensus. Acting as a chairing facilitator, we were then able to bring out all points of view and ensure constructive progress. By summarising the events, structuring them and presenting them rationally, we helped the company plot a clear way forward. An action plan, supported by all members, was agreed.
The Board began to function more as a group and less as a set of disparate factions. Agreement was reached over objectives, strategies to achieve them, and medium term priorities. A series of task teams was established, with reporting deadlines. Thereafter the firm began to make significant changes, addressing many of the key factors causing it to fall behind its competitors. The way forward was not without hiccup: but at least there was a more unified team working together to achieve its objectives.
CASE STUDY 4
Away Day Facilitation - European Board of an International Design Group
4 Transformation from startup partnership to growing business
A high regarded building services consultancy commissioned us to review its management structure and review the key issues that it was facing.
We identified that senior roles and responsibiltiis were unclear, and that the existing structure left significant gaps in coverage. Our analysis also highlighted that nothwithstanding its success our client was not performing as well as its competitors. We pointed out that the firm was in danger of failing to capitalise on its market lead in a major growth area. And we suggested a new structure as a means of improving strategy development, clarity of roles and responsibilities, and central support
Building on our findings and suggestions and the subsequent workshops that we facilitated, ‘the company’s financial performance improved significantly’, it saw ‘improvements in quality, productivity and in its marketing’, and made ‘substantial steps in its transition from a small partnership run by founding partners to a growing company with new directors’