A medium sized family business with a turnover in excess of GBP 100 m had been very successful in the part but now was beginning to show signs of needing a complete overhaul if it was to stay competitive in the future.
The company had been formed by the current Managing Director's father who had built up the business from scratch. The father retired at the age of 75 & had handed over the reigns to the current MD's elder brother. During this period it was apparent to everyone in the business that all the major decisions were being made by the founder and not the elder brother.
Two years after the founder died, the elder brother retired & handed over control to the current MD.
This MD hired a consultant ot provide recommendations for the overhaul of the company business. The recommendations made by the consultant were readily accepted with great enthusiasm.
However, even though this MD recognized the need to make changes, there was something holding him back from committin to the implementation - not even to the most obvious easy to implement change with clearly defined, tangible financial benefits that would save the company GBP 25m over the next 5 years with a one off cost of something in the region of GBP 7m.
A simple process resulted in the client asking the consultant to prepare a presentation to the company's Board outlining the strategy for implementing change.
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Author - Anil D Dagia, ICF Credentialed Coach, NLP Trainer member of ANLP, UK, Foremost NLP Trainer in Mumbai & Pune (India).blog comments powered by Disqus