THE READY MIX DIVISION of a global manufacturer of building materials wanted to reduce costs, increase revenue and manage margins more effectively.
At first glance, it seemed like a simple fix, but it turned out the challenges were much bigger than the senior leadership originally thought. Mixed signals from dispatch, production, delivery coordination and sales meant the underlying issues were affecting the entire organization. There was a three-year organizational change plan in place, but the internal team was experiencing limited success. As the pressure began to mount, the executive team knew they needed to reach a general consensus on the direction of the company and agree on proposed solutions.
Proudfoot was engaged to help bring an outside and experienced perspective to help analyze the organization. It became apparent that the organization needed a fresh, new perspective on how to improve operations and work together more effectively.
