Published by mart on Thu, 07/14/2011 - 17:23
We are experts at working with executives to transform their companies into successful organizations where teams of employees are connected, engaged, highly productive and achieving outstanding results.
We take executives beyond the strategy and financial acumen they have honed through their careers, and build the specific skills required to manage 500+ employees. Often, executives do not understand the models, principles, processes, practices and tools required to engage and transform the behaviour of large groups of employees. A president/senior executive is accountable for the engagement, connection and effectiveness of their front line employees. How do they reach down into their organization to bring about this behaviour, and how do they do so without undermining their managers?
Forrest & Company has the answer. We specialize in transforming organizations, and we believe it is the work of senior executives using the specific skills of managing at the senior executive level. We show you how to build a company that is highly adaptive, productive and capable of creating a unique competitive advantage: a company whose employees can out-think and out-execute its competitors.
The Role of the CEO in Transformation
Our experience in implementing an organizational transformation has taught us that the key to success is the CEO assuming this work.
The CEO must realize that organizational transformation is their work – only they can align and integrate the work of their company as they alone control all the divisions and are accountable for the overall performance. Only they have the power to do it.
The CEO must be a student of organizational management. The skills and knowledge of management for a CEO are very different from the skills and knowledge learned in the junior echelons of the company. As managers rise in an organization, the level of complexity of the work increases significantly. Strategic challenges, the nuances of the work, the span of control and the number of employees to be aligned and influenced increases significantly. A CEO requires a model by which to manage. He or she must become an expert not only in managing interpersonal relationships, but also in designing and organizing the work of the organization.
From the very top of the house, the CEO must manage a set of interdependent processes that, when aligned and integrated, release extraordinary energy into the company and will create competitive advantage for their organization.
Strategic Benefits of an Organizational Transformation
For more information about Organizational Transformation and how we can help you achieve your goals, please contact Forrest's president Nick Forrest through: