From Internal Conflict To Shared Gains

Situation:

A major food and beverage company sought to work more effectively with its operating partners.

Problem:

The company sought to build trust and achieve faster buy-in for new initiatives with its operating partners, particularly when their financial interests diverged. Although the company’s business model had been successful, frequent conflict between the two parts of the organization meant that new initiatives took longer to implement and that trust was not consistently high.

Action:

Confidential interviews helped company leaders to reimagine negotiations as a sign of healthy, proactive problem-solving. We designed a customized leadership workshop for the company’s Officers, GMs, VPs, and Senior Directors, delivering it annually for almost a decade. We also designed and delivered joint training for regional company leaders and their operating partners to help both sides develop a shared approach to resolving conflict and creating higher value agreements.

Result:

The workshop became one of the company’s most highly rated programs and and coincided with an unprecedented period of year-over year sales growth, producing a substantial increase in the company’s value.