Leadership competencies improved by 55% in Global Initiative

The Challenge :

  • Industry : Information Technology & Services (HQ in US)

  • Background : The company operates in more than 100 countries. Part of its' global cost rationalisation initiatives, the company embarked on a journey to integrate its' technology hubs in Europe and Asia. After 12 months, the progress was significantly behind schedule; and negatively impacting staff morale, long-term operational efficiency, and the expected financial benefit of the initiative. The management believed that replacing the Program Manager (PM) alone may not be enough to turnaround the situation as this initiative involved 30+ resources across 5 countries, where 70% are subject matter expert (SMEs).

The Insights :

Initial diagnosis revealed that the restraining forces in play went beyond the PM. Some of these included,

  • Only 50% of the required positions were filled

  • Visa approval for onsite knowledge transfer was repeatedly delayed

  • Lack of process to validate transition steps

Basically, issues just went unnoticed, unreported, and misrepresented. A series of engagement sessions were conducted to rebuild trust and re-engage the team in strategising and leading the execution of the recovery plan.

The Results :


ahead of schedule


below cost


man days recovered


countries benefited