To ensure measurable results, we begin each consultation project by defining motivational outcomes. How would executives define success? What financial, organizational, customer or employee indicators will best measure project impact? What structure will track progress and highlight obstacles? By defining early the results that will motivate executive involvement, the project leaders are better able to leverage organizational interest and resources. [ Jump to results section ]

Case Study
Global Finance Executive Team

Project Goal
Momentum Leadership was asked to help build agreement and execution focus regarding cross-regional improvement initiatives for a newly formed global executive team.

• Clarified strategic or operational intent of initiatives
• Determined measurement of critical improvements
• Designed executive planning and team-building events
• Sustained focus on cross-organizational alignment activities
• Monitored and measured quarter-to-quarter success
• Reinforced consistent executive-to-team communication regarding project obstacles/success
• Created and delivered a high-potential 3-day leadership event for director-level candidates

Engagement Approach
Momentum Leadership partnered with the global executive team to define project success and secure executive commitment related to re-engineering business processes, outsourcing transactional activities and improving critical winning culture measures across five diverse business regions representing 128 countries.

Cross-Regional Priorities Identified and Resources Aligned for Improvement
Historically, improvement activities related to culture change or process re-engineering were partially initiated but never completed due to a day-to-day focus on delivering revenue. Regional executives lacked an enduring structure for quarter-to-quarter monitoring of key initiatives and resolving competing priorities. Within two quarters executives proved to be driving regional or country improvements alongside cross-organizational improvements. Because of sustained executive involvement and a quarterly re-prioritization process, improvement activities have been appropriately resourced and implemented.

Higher-Value Business Activities Become the Focus
Leaders determined which activities should be retained or outsourced. Low-risk transactional activities were moved to less costly countries. This enabled team members to focus on more critical business analysis, which included forecasting and development of new market opportunities.