Senior Managers at a challenged manufacturer transform their approach to leadership.
Magna International, a major international car component manufacturer with two large sites in the UK was a company facing enormous pressures in 2015. Profit was down, the quality was slipping, costs needed to be reduced and the performance of its people was dire. It was at a crucial point in its history. Success over the next five years was dependent on the changes made in the next twelve months. They had to change.
Senior Managers in the business were not developing plans that were strategic enough. There was a culture of highly reactive managers focusing on today’s problems rather than planning successfully for tomorrow and a culture that ignored CI. This had led to a reduction in staff performance and quality issues. Morale, motivation and engagement in the business were poor. Retention rates in all levels of the business were low and Senior Managers were jumping ship.
There was an urgent need to change the behaviours of people at all levels of the business. It was vital that the culture changed to one which inspired strategy, growth and positivity. Without this, the business would at best standstill and at worst fall down.