3–5-page plan for creating and managing a team for work on a major corporate initiative
Assume you are a consultant hired by an established medium-sized manufacturing corporation with 250 employees. It directly markets one unique product. The corporation is run by a new CEO and 11 other executives who have been with the organization for varying lengths of time.
The new CEO has an aggressive growth objective for the corporation of 100 percent over the next five years. The current business model will not support this objective and needs to be updated.
Your task is to create a team that will work together over a 9-month time frame to develop a proposal for a new business model and growth strategies.
Your responsibilities include convening the team, assigning roles and responsibilities, structuring the team, monitoring activities and production, and documenting outcomes.
The team members must come from at least three different functional areas because the new CEO wants input from a variety of stakeholders.
The challenge is that under the old business model, none of the personnel working in the functional areas communicated or collaborated. In addition, the former CEO never asked for new ideas and seemed oblivious to issues the corporation was facing.
Now, you need to develop a plan for building your team that you could present to the CEO. The following are key ideas for you to keep in mind as you write your plan, but this isn’t an outline for the plan. An outline and what you should include in your plan is defined in the Instructions section below:
The team will work together for a sustained period of time.
The visible outcome of the teamwork should focus on the development of a new business model and growth strategies; however, the success of the team as an outcome is up to you and the team members.
There should be a representative from each of the three functional areas to produce the model.
A variety of perspectives is important.
Communication and collaboration are new priorities for teamwork; these processes have not been considered as valuable in the past.
Issues impacting the business model have not previously been identified by the business leadership.
Innovation previously has not been prioritized as a factor in the business model.
