Seeking to operate more effectively in an increasingly-complex matrix structure and shift towards a more consumer-focused culture, this leading online portal and search engine requested that Axialent:
(1) Lead a global leadership development initiative for Vice Presidents and Senior Directors.
(2) Work with one of their top executives to help him expand his scope of influence and deal with the complexities of a highly dynamic business unit.
Although this leading global search engine company had acquired many small companies during its astounding growth, this was its biggest acquisition ever: a US$ 3B company with 1,000 employees. For the first time, instead of imposing their culture on the acquired firm, they would need to think strategically how to integrate the best of both cultures to mitigate the risk of potential talent loss and consequent company value erosion.
more ›Despite millions of dollars invested in technical improvements, the manufacturer’s largest plant continued to have the lowest production rates across the company in the last ten years.
In the aftermath of its merger efforts, the president of Brazil’s largest wholesale bank understood the firm's culture could become its competitive advantage. His vision was to walk the path from "good to remarkable," increasing accountability and enhancing employee engagement...
The financial division of the Mexico subsidiary grew to a 4,000-employee organization within only five years. In the face of the rapid growth, senior managers struggled to balance short- and long-term requirements and could not fulfill the many promises made to shareholders, customers, and employees.
The company's extreme and continuous growth, which prompted the hiring of thousands of employees company-wide, also propelled many technically-skilled employees into management positions despite a significant lack of experience.