This legal services firm of approximately 100 people had experienced exponential organic growth over a relatively short period of time, but their employees weren’t hanging around very long and rumours of a revolving door of talent had started to spread. Conversations about a potential sale to a larger player in the industry had also stalled, possibly as a result of these rumours.
I was invited inside to reveal the ‘why’ and to design a solution. In addition to a review of their existing structures, strategies and ways of working, I spent two months interviewing over 80 employees and presented my findings and proposed solutions to the Board. I then facilitated an executive team session in which we together established strategic priorities and identified areas for improvement and development. I stayed on for an additional six months as an implementor, and coach.
The new organisational design ensured the firm was ready and capable of exploring new opportunities for business growth and talent acquisition, as a community. Growth after implementation included the appointment of four new Directors and expansion both regionally and nationally. Sale discussions recommenced and, much to the owner’s delight, the business was sold in 2014.