Convergency Partners
responsibility for leadership starts at the top
weitz case study case study of DynMcDermott case study of a network company        


Case Study: Transforming a Centralized and Top-Down Enterprise

A well-known frontrunner in the technology business, a giant among industry leaders in networking, engaged ConvergencyPartners to help prepare for a massive company-wide reorganization that would fundamentally change the way the enterprise was governed.

The company’s specific strategic goal was to bring products and services to market faster by transforming itself from a centralized top-down organization into one that spread leadership far wider and deeper than ever before.

Helping to drive this transformation was the Chief Talent Officer, who headed the company’s Center for Collaborative Leadership. Responsible for finding and developing this technology-leading company’s high-potential talent, she blended strategic leadership with day-to-day practicality. Her charge was to solve the many organizational challenges that accompanied the company’s transformation. And chief among these challenges was how to design, organize, and develop leaders for a new set of “soft structures” that would support go-to-market (GTM) strategies. These boards and councils would have profit and loss responsibility, and pull in talent from each of the functional organizations in a matrix fashion.

ConvergencyPartners helped assess the company’s high-potential talent, build frameworks for new corporate boards and councils, and coached a number of top executives through early stages of the process.


Copyright 2012. All rights reserved. ConvergencyPartners LLC.

  facebook linked in