Viridor is an interesting company – not because it is a £4 billion leader in the waste management and environmental industry, but because it reinvents itself every ten years. In the nineties, it was a regional waste management company. Throughout the noughties, it became a national name – one of the four big. During the next decade, it built and mobilised a fleet of impressive waste processing plants, in a drive to convert from being a collections company to a processing company.
The strategy was big and bold, however for the first time in their history, they stalled. Their ambition exceeding their internal management capability. The lacked the management horsepower to leave the entrenched business they were and become the business they wanted to be.
Their plans lacked traction, small successes fell short of big intentions. The issues lay not with the senior leaders, but with the middle managers – they needed to be way more proficient at creating local plans and leading change successfully.