Viridor is an interesting company, not because it is a £4 billion leader in the waste management industry, but because Viridor 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 big four. During the next decade, it built and mobilised an impressive fleet of waste processing plants, in a drive to transform itself from a collections company into a processing company.
The strategy was big and bold, however for the first time in their history, they stalled. Viridor’s ambition exceeding their internal management capability. They 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. Viridor needed to become far more proficient at creating local plans and leading change successfully.