Client Results Achieved by Haines Centre for Strategic Management
Industry Type | Location | Public/Private | Annual Revenue | Length of Engagement |
Agriculture & Food | Ohio | Private | $50 million | 9 years (on and off) |
From: A one-man, marginally profitable, family-run business. | To: A highly profitable, organized, professionally-run organization. |
Business Problem | Solutions | Major Results |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Testimonials
Paul Kalmback, President, CEO: “Steve has an excellent ability to get through the peripheral issues and get to the core issues.” “Steve has helped to bring our management together to understand the system to produce change.”
In 1993 after suffering a stroke, the founder of this agricultural company sold his business to his son. At the time, the company was spread thin by running a feed plant, pig farms, and a food recycling and production plant (their “cookie” plant). The lack of a clear organizational chart worsened this problem and leadership was in short supply.
One of the first things the Centre helped the new president and CEO understand was the business need for a clear and representational organizational chart including the staffing of key executives (e.g., head of HR and CFO). As a result of their first Strategic Plan, the cookie plant grew into a big business and was sold off very profitably. The president and CEO was finally able to focus more on company-specific goals.
Through many coaching sessions with the Centre’s top coach, the president of the agricultural company learned to be a more reasonable and personable boss, yet still focused on results.
The Centre helped install a Leadership Development Program for all management, including a Train-the-Trainer program. With these programs in place, the Centre’s Systems Thinking Approach helped set business excellence as the new company standard. Their focus on superior results and proactive, rather than reactive thinking helped profits increase dramatically. The initially disorganized company began to outgrow its plant capacity. Right now the company is planning the construction of a new feed manufacturing facility.
In addition, the Centre helped the company think strategically about vertical and horizontal integration of their business. With these tools, the agricultural company built strategic partnerships with feed customers and swine farms. These co-ops have helped to both (1) ensure customers for their feed products and (2) to tremendously increase profits company-wide (through 2003).