Case Study

Shankland Cox

The Problem

Mainly through the efforts of the main shareholder and MD, the company had over the previous 15 years grown to be the third largest architectural practice in the Middle East. It had little difficulty attracting or successfully delivering prestigious projects, especially in Dubai and Abu Dhabi. Accordingly, it had developed an envious reputation in the sector. However, it had much more difficulty maximising the commercial benefit of these projects and, consequently, its profits had not grown in line with turnover.

In addition, as the company grew, the MD was becoming more and more frustrated as he became more involved in dealing with middle management issues and cash flow problems, instead of what he loved most which was customer contact and concept design.

The Approach

VtP used a one-to-one mentoring approach [1] with the MD over a period of many months to define his vision for the business and his personal goals and, subsequently, to identify the most appropriate management structure for the business [2]. After assessing all the current key personnel [3] to identify where they could contribute most to the future development of the business, a senior management team was put in place and key personnel incentivised. One additional director was recruited [4] from the UK to occupy a new, much-needed commercial role, which hitherto had not existed in the company.

An off-site team building session [4] was held with the new team. At this session the team members learned about each other’s strengths and how to play to these for the benefit of the business and, also, they identified the main issues that were preventing the company from delivering its vision. Most importantly, they developed an action plan to address these issues. Each senior manager accepted responsibilities for delivering different aspects of this plan and reported back progress to monthly senior management team meetings.

Each senior manager developed a programme to maximise the motivation of every member of their department [5] and ensure that their performance was effectively managed to influence positively the bottom line of the company.

The Outcome

The senior management team members are working effectively and the team is achieving its team goals and company performance objectives. Record profits have been achieved with ongoing, year-on-year improvements. The MD has reported much more personal motivation and job satisfaction because other senior managers, playing to their own strengths, are addressing the middle management issues he was ill-equipped to deal with.

[1] Mentoring and Coaching
[2] Business Transformation
[3] Talent Development
[4] Talent-fit Recruitment and Selection
[5] Business and Management Development, including Team Development
[6] Employee Engagement and Motivation

Click here to see what Managing Director Phil Logan had to say about the Value the Person experience.