Case Studies

From Boston to Buenos Ares, Mary Boren Associates has consulted with leading companies all over the world. Though the locations change, one thing never does - the commitment Mary Boren Associates has to making clients feel comfortable and providing excellent leadership solutions.

Each of the following case studies tells a story about a company, the challenges they faced, and the solution Mary Boren Associates put in place. Perhaps as you read them, you'll find a little of your own story tucked inside.

Reorganization: New team, stuck members, lack of alignment, no results.
Situation: Reorganizations occur regularly and are a fact of business life. A relatively new Divisional Vice President found himself in a situation where he was promoted and asked to form a new team to turn around the division. The division was grappling with low morale based upon the predecessor’s command and control style and a strategy that was not reflective of the dramatic shifts in the industry.

Results: We worked with the Executive Team to create individual and collective alignment. By increasing trust, clarifying mutual accountability and being focused on tangible results and relentless communication, the Team became the most productive Division globally in the business unit.

Merged organization: Culture Wars,
We / They Splits in Teams, Resistance and Resignation
Situation: Mergers present a particularly challenging set of issues. In spite of all of the very best research on Best Practices in Mergers, companies are still forced to not manage the people side of the merger as proactively as they manage the sites, products, and portfolio. Too often, the expediency of slotting people into a structure that is based on power and a rush to create stability, dictates an organization that must be lived with for a year or two. Practices of the legacy cultures become embedded into the working practices of the new organization without examination. At a time when individuals want most to shine and demonstrate their talents and skills, the unconscious cultural constraints undermine their confidence.

Results: We worked with the interlocking parts of the organization to clarify what values would sustain the new strategy and vision. By starting with the senior most team, and working to value what each culture accomplished and identifying what they now wanted to accomplish together, the team began to move toward a new future. Building trust and putting divisive issues on the table and resolving them created genuine partnerships. By clarifying the acceptable leadership behaviors and holding the senior team accountable with 'no wiggle room', the leadership began to model the new culture. 'Walking the talk' is easier said than done, but it can be done with committed and aligned leadership.

Project team: Cross functional team, Implementing Technology as a Change Management Initiative
Situation: The first issue was 'how to quickly ramp up and organize the project team so that everyone was committed to the outcome and clear about their role and how the team would work?'. The second issue was 'how to implement a technology change in a way that minimized the resistance to the new technology platform?'. This was not a project where there was much opportunity for involvement or choice; the decision was already made to change platforms.

Results:All teams go through four stages of forming, storming, norming and performing. The approach that worked with this team was to manage the issues on two fronts: internal issues and external issues. Internally, we conducted a Project Team Start-up to clarify goals, roles, set up task teams and create a structure of meetings and reporting practices so that issues were identified weekly, issues were resolved quickly, and next steps were always clear. Externally, the team engaged the key stakeholders within the organization and contracted by clear sponsorship, linked with the business units for early involvement, identified internal champions, proactively managed the 'black holes' where support was weak, and established an aggressive communication strategy.

Negotiation Skills as a Covert Team Intervention
Situation: Every part of the business has a set of customers whose needs must be met. Although many people find it difficult to believe, each member of any team negotiates everyday on a multitude of issues. How people approach conflict and negotiation is largely determined by the beliefs and behaviors developed during childhood. These historical behaviors lead to approaching conflict and negotiation in an 'unconscious' manner. Learning to negotiate and manage conflict in a manner where each side feels heard and where the solutions address real issues in a win-win fashion is an essential skill. Internal friction as well as not meeting customer expectations plagued this very senior team. As part of a newly constituted team, each brought with them perceptions and behaviors that pit one agenda against another and threatened any possibility of focusing on customer needs in an aligned way.

Results: Our consultants conducted pre-interviews to determine the key issues and perceptions within the team and constructed customized case studies to be used in the Negotiations Course. While not focusing directly on the thorny issues within the team, the skills gained in identifying the real issues and resolving conflict with customers easily transferred into an ability to resolve issues within the team. Within a matter of six weeks the team was aligned in its thinking and action and focusing on becoming world class in how they served their customers.

Manager in the Deep Weeds
Situation: Research shows that there are predictable ways in which managers and leaders derail their careers.

This often occurs after a consistent trajectory of success that has built upon previous success. When leaders begin to derail, it comes as a shock and they customarily redouble their efforts using the strategies that have served them in the past. The old strategies for success lost their utility, at some point, and the leader didn't notice. The circumstances change dramatically and the individual may find themselves in a situation where they must turn-around their performance of suffer unacceptable consequences.

Results: In many instances coaching and support for the team can turn around a leader who is derailing. By conducting interviews and using a data based approach we can assist the leader in seeing the undeniable truth in a way which eliminates any wiggle room and leaves them empowered and at choice to make key changes in their thinking and behavior. We have worked with leaders who grasp either the opportunity and change, or the gravity of the situation and choose to find a new opportunity in which to apply their talents. In either case, it is essential that the leader being coached is provided with straight talk, abundant support and clear choices.