|
| |
GUTTMAN DEVELOPMENT
STRATEGIES,
INC.
In this issue, Matthias Guentert picks up from our
interview with him in December 2008 to recount what
he has done since then to build a high-performance
organization. Howard Guttman offers insights on why
Toyota is running on empty and what it has to do to
reinvent itself. And Gisele Garcia, a GDS associate
senior consultant, recounts a recent coaching
assignment in which the past came back to haunt a
senior executive. All this in a five-minute read.
|
| |
| |
| |
| LEADER'S CORNER: DRIVING PERFORMANCE AT SYMRISE |
| |
Dr. Matthias A. Guentert is president of the Flavor
and Nutrition Division, North America, for Symrise, Inc.
The division employs 300 and does $150 million in
revenue. We last spoke to Dr. Guentert at the end of
2008--as he and his senior team were about to go
through their first alignment session. Here's an update
on Symrise's journey to the horizontal,
high-performance model.
When we last spoke to you, you described the
flavorings industry in North America as an extremely
competitive marketplace. Is that still the case? . . .
|
| |
Read on . . . |
| |
| TURNING AROUND TOYOTA |
| |
Anyone needing proof that the hierarchical model can
be detrimental to today's organizational health and
performance need only reflect on Toyota's recent woes.
Toyota, one of the great modern enterprises, has been
dealing with unintended acceleration, assorted other
defects of its automobiles, and irate customers--not to
mention U.S. government regulators--with all the
finesse of a Soviet-era government bureaucracy. The
once-untouchable automaker has come across as
uncaring, defensive, slow moving, and lacking in
transparency . . .
|
| |
Read on . . . |
| |
| FROM A CONSULTANT'S NOTEBOOK |
| |
Gisele Garcia is an associate senior consultant with
GDS, who specializes in executive coaching, group
coaching, team alignment, process consultation, and
meeting design and delivery.
PRESENTING SITUATION
North
American division of global manufacturer
underperforming . . . poor business results, no year of
profitable growth in history of division, lowest Gallup
scores in the multi-billion-dollar company. Senior team
not aligned. General manager technically brilliant and
master strategist, but lacking in E.Q. . . . unilateral
decision maker, didn't listen/accept advice, thought he
was always right. Team members reluctant to challenge
him, hold him accountable. . . .
|
| |
Read on . . . |
| |
| |
Read our latest White
Paper now . . .
"Organizational Development:
Accelerating
to High Performance Through
Multi-Tier
Alignments."
|
| |
To download, click here. |
| |
|
GDS Insights
