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When an initiative is stalled by warring factions

Laura Stone (CEO of Stone + Company, a strategy consultancy located in Cohasset, MA (www.stoneandcompany.com))

Strategy & Leadership

ISSN: 1087-8572

Article publication date: 4 September 2009

545

Abstract

Purpose

This paper aims to reveals how taking an elegantly simple approach to resolving complex issues can help teams identify, align and quickly execute on the areas with the greatest impact by examining a case of a failing, but ultimately successful, $180‐million offshore outsourcing project beset by disparate interests.

Design/methodology/approach

The paper describes how a retail company and a technology service provider recently underwent a turbulent process to implement a transformational outsourcing initiative.

Findings

A consultant used a simple five‐step process to guide the parties through the systemic challenges and issues plaguing the business relationship and operational functions.

Research limitations/implications

The case draws on the consultant's experience during the assignment.

Practical implications

Leaders need to cultivate their organization's readiness and ability to change quickly. By emphasizing this kind of “nimbleness” businesses can gain a powerful strategic advantage, the capability to adapt faster than their competition.

Originality/value

The consultant improved the business relationship by aligning managers of the client and the outsourcing firm around a one‐team strategic partnership that focused on end‐user (customer) issues.

Keywords

Citation

Stone, L. (2009), "When an initiative is stalled by warring factions", Strategy & Leadership, Vol. 37 No. 5, pp. 42-46. https://doi.org/10.1108/10878570910986489

Publisher

:

Emerald Group Publishing Limited

Copyright © 2009, Emerald Group Publishing Limited

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