Case Study — Insurance Carriers: Fortune 10
Audit and Redesign of Performance Review System
Following disappointing findings from their established performance review system, a leading Insurance firm sought Podia’s assistance to help redesign parts of their system. One of the concerns of the old performance review system was that it did not allow for satisfactory differentiation among roles in the company.
By analyzing our findings and isolating the source of the problem in the rating system, Podia redesigned the model to include items that were more readily defined by observable behaviors. This then allowed raters (managers) to have a more standardized and intuitive system for rating employees. The second phase of the redesign involved developing an appropriate training plan to be delivered to all managers within the organization. This again supported a more standardized approach and helped ensure that managers appreciate both the business value of the system and its appropriate application.
Case Study — Advertising & Marketing: FTSE 100
A leading Media company’s senior team was undergoing significant change following an organizational restructuring that reduced the company’s size by 50% in a single year. Podia provided a senior team diagnostic and then help implement a more effective meeting and communication format, as well as working with the CEO to help him better appreciate the importance of influence rather than command. The team’s collective decision-making ability improved dramatically, and as a result business decisions were reached with greater consensus and broader support.
Case Study — Hedge Fund Management
CEO Role Consultation
The CEO of a company was faced with new challenges as his organization, already highly successful, doubled in under two years. The structure of his senior team needed to change so as to keep up with the changing demands on the company. As a result, the CEO found himself needing to redefine his role in order to remain effective as the strategic leader of the enterprise. Working in a confidential consultation with Podia, the CEO was able to explore his own challenges to driving greater authority and delegation down through the company. By practicing his role in a new way that magnified his influence through the organization, he was able to develop to a new level of leadership. The result was a company that remained nimble, innovative and adaptive to change despite its accelerated growth.
Case Study — Architecture
Development of a Professional Services Principal Group
The principal group of a professional service firm disagreed on the correct approach to rectifying their firm’s shrinking position within the industry. Stalled by conflict among the shareholders, the firm’s strategic direction could not be agreed on and the company’s longevity was further threatened by an inability to retain the most ambitious, young talent. Working first with the president, followed by a consultation to the executive committee and eventually an initiative with all principals, unproductive conflict was ameliorated as differences about the strategic agenda were surfaced and resolved. By providing the president with a new approach to leading his partners and offering the entire principal group a safe process to work through differences, Podia helped the firm consolidate it’s leadership and staunch the loss of vital new talent.
Case Study — Investment Banking: Fortune 15
Podia was called on to coach a senior executive in a financial services firm. Our organizational diagnostic revealed that coaching the executive would be ineffectual because the problem was rooted not in him, but elsewhere. The executive’s poor management practices were not so much his fault, but due to the fact that his organization was incorrectly structured for the work that needed to be done. By working with the executive to redesign his team and the layer below his, Podia helped resolve the issues that caused distress, attrition and poor performance in the executive’s area.
Case Study — Diversified Financials: Fortune 250
The CIO of a company with a growing dependence on automation was not getting the support she needed from her immediate reports. They complained of micro-management and she took issue with their dependence on her for decision-making and for communicating with the rest of the organization. Their attempts to resolve their differences by examining and talking about one another’s personalities only led to greater feelings of alienation between the CIO and her team. The Podia consultation recommend putting an end to the study of personalities in favor of helping the CIO better define the roles of her team members and engage them in an analysis of the authority necessary for each role. With greater clarity about their distinct responsibilities and authority relative to one another, the team members were able to collaborate, meet deadlines (thereby sidestepping micromanagement) and practice effective decision-making without unnecessarily enlisting the CIO.