There were three identified problems: One in West: the distributors were undercutting each other due to competition, and as result ACC was feeling the pricing pressure. In North the leadership team were non-cement executives, and couldn’t command the respect from the team. And at an ACC level all the CEOs were competing to take over from the outgoing MD.
The first soluXon was an alignment and collaboraXon intervention for the outgoing MD and his team. The second intervenXon was the North Team to resolve conflicts and create a spirit of breakthroughs. The third stage was the west team and the distributors.
“Chetan was my executive coach when at ACC. He helped me break through a few hurdles - both external and internal . I must say that I have been astonished at how connected the teams were to the programs and how mindful they were. The interventions helped foster trust and openness in teams highly stressed out in chasing serious growth and efficiency targets.”
JOYDEEP MUKHERJEE, CEO
ACC their highest ever productions and sales in a six month period. The West reported a surge in margins. The distributor model was adopted nationwide by ACC and Ambuja.
The leadership crisis was averted by encouraging and working with the MD to be transparent about exit strategies.