Case Study:
Strategic Re-Alignment During CEO Transition
Challenge
In her first year, a newly appointed CEO faced three major priorities:
Pivot the company’s strategy from a reliance on new product launches to a focus on efficient production.
Implement a new enterprise resource planning (ERP) system.
Oversee the construction of a new warehouse to support operational growth.
Balancing these initiatives required realigning the organization’s focus and ensuring employees understood and supported the new direction.
Approach
We applied our DnA® methodology to measure alignment at three critical stages: before, during, and after the CEO’s transition. This analysis uncovered three significant misalignments in how employees approached their work relative to the new strategic priorities.
To address these gaps, the CEO launched a series of interactive town hall meetings to clarify company values, explain the rationale for the strategic shift, and engage employees in the execution process.
Business Results
Within a year of the CEO’s transition, the company achieved measurable results:
Strategic alignment between strategy and execution improved by 150%.
Employee turnover decreased by 20%.
The company secured the largest contract in its 100-year history