Global Insight

THE ANATOMY OF A CORPORATE TRANSFORMATION

Background

In 1992, when Doug Pruitt was named President of the 100-year-old M.M. Sundt Corporation, one of America’s largest construction companies, he discovered to his shock that they were in debt for 120% of their net worth, were losing millions of dollars annually despite having many large construction contracts, and were handling an enormous burden of claims and litigation against the company.  Doug had been at the company for 25 years and was a Vice President in charge of one of the largest divisions of the company, yet he had no idea how the company was doing overall.

So Mr. Pruitt, who was determined to bring the company back to its former state of success, identified a list of problems that had led them to their current state：

Lack of organizational systems in place – People were wasting time, money and energy because there was no consistency among divisions about how things were being done.

Lack of discipline – Policies and procedures existed but some were out of date and some were just being ignored, leading to extra risks and inefficiencies.

Lack of innovation – Employees and managers had gotten too comfortable with the way things had always been done, and some of those traditions were costing money.

Failure to prepare successors – Little time and effort went into identifying and developing people to replace managers who were leaving.  Often, the person promoted was just the one who had been there the longest.

Lack of investment in needed technology, training and development.

Achievement

By the time the book about the transformation, Level Headed, was published in 2014, Sundt Corporation was a multimillion-dollar company, with no debt and a balanced portfolio of successful contracts that plans to be around for another 120 years.

You’ll learn

How did they do it? How can you and your organization learn from their amazing transformation?

·    What steps Doug Pruitt took to identify and solve problems;

·    What challenges and pitfalls he was faced with and how they overcame them;

·    The theories and strategies that were most helpful in the successful turnaround;

·    What practices they continue to use to prevent future problems;

·    How you can apply these same strategies to improve your organization, even if its not in the terrible state that Sundt was in in 1992.

Speaker

Barbara A. Collins, M.S., S.M.P.

Strategic Business Consultant, Master Facilitator, Instructional Designer

Ms. Collins has over 20 years’ experience as a manager and department head in government and private organizations, and 16 years’ experience as an organization development consultant. She is a skilled facilitator for strategic and project planning, problem solving, team building and project management processes, and a supportive and challenging coach for leaders, managers and teams.

She is a highly effective instructional designer for face-to-face and distance learning strategies, and coaches new instructional designers. Topics designed and delivered include: Strategic Change Management, Systems Thinking, Strategic Planning, Consulting Strategies, Building and Leading Effective Teams, Evaluating Your Strategy, and Managing Individual and Organizational Performance.

In addition to a B.A. degree in Psychology and an M.S. degree in Education, she is certified as a Strategic Management Professional (SMP). She is active in professional associations, including the Association for Strategic Planning, the Association for Talent Development (formerly ASTD), the Chesapeake Bay Organization Development Network and the Mid-Atlantic Facilitators Network.

Her recent clients include Shreveland Constructors; Red Angus Association of America; Washington Suburban Sanitary Commission (water utility); DC Water and Sewer Authority; U.S. Indian Health Service; National Institute of Corrections (U.S. Department of Justice); National Partnership for Juvenile Services; Pfizer Pharmaceuticals; Chubb Insurance; United States Mint; United States Bureau of Engraving and Printing; Government Accountability Office (auditing); and Maryland State Department of Education.

Information

Date：Dec 13, 2016 AM 10:00-11:00 GMT+8

Form：Online Webinar

Language：English

Fee：RMB 199

Participant：Manager Level and above, up to 28

Haines Centre (China)

Whole Brain，the exclusive authority of Haines Centre for Strategic Management in China has more than 25 years of history since 1991. We are expert at using cutting-edge global resources and tools to design and deliver tailor-made solutions against practical problems of organizations. To improve the capabilities of leadership, communication, teamwork, organizational change, innovation and others, we help organizations to build their own competitiveness and to optimize business efficiency.

We have long-term cooperation with leaders in broad industries such as medicine, FMCG, IT, internet, finance, manufacturing and others. Our typical clients include of Microsoft, Coca-Cola, Johnson-Johnson, Nestle, Schneider, Roche, Novartis, Perfect World, Ctrip, Giant Network, Haier, etc.