Compass Management Consulting are an IT systems, benchmarking and advisory business with a strong heritage, operating worldwide for over 20 years. Their main-stay work is offering bench marking and comparative information services to clients.
With the refinancing of the business about to be completed and the individuals within the leadership team becoming part owners, the workshop IWP had been asked to construct and facilitate was seen as pivotal in setting out the agenda for the future.
IWP were told the challenge was the array of different approaches taken by the regional directors, resulting in a lack of synergy. However, with fresh eyes, IWP saw it differently and suggested that due to the refinancing and change in economy, the team had lost focus.
Getting Compass to Recognise the Opportunity
Compass was displaying the classic signs of geographical territories operating independently and with little synergistic global benefits. The central functions viewed it as non-conformism; the territories viewed it as getting on with the job the best they could.
The opportunity lay in getting them to re-align around one vision and pull together as one team. Within this to agree the scope and role of each territory and how the central functions could play an active and beneficial role in supporting the delivery of agreed common financial targets and goals.
IWP put together an event which addressed a number of challenges. Within 48 hours the IWP partners worked with the Compass Executive team, encompassing 6 global directors and 4 central function directors, to sign-off on: an agreed Vision, agreed priorities, a revised overall business model and a roadmap to develop a common 3 year plan and set of common objectives.