THE CLIENT: FOR NDA
FIELD: MANUFACTURING
FIELD: MANUFACTURING
Diversified holding
A company with several manufacturing enterprises, lands at the stage of transfer to residential housing and a fleet of leasing special equipment for rent
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TASK
To return the partnership between the owners
To find a win-win solution
A mutually beneficial option that would allow taking into account the interests of both sides
To exclude the business section
There is more than ten years of work on joint business projects and fifteen years of acquaintance between the owners
Milana Dzhidzhoeva
CEO & Founder soter
"A conflict between the owners started with no obvious reason, which from a work-related turned into an interpersonal one. A company has several manufacturing enterprises, lands at the stage of transfer to private housing construction and a fleet of leasing special equipment for rent. The division of the common business was undesirable, since it could result in multiple losses for both sides. According to the participants, the situation was based on the unwillingness of each of the parties to pay due attention to the common business."
The way we worked
We studied the problem
We had a thorough focus interview with each of the parties to the conflict, they are two business owners, as well as representatives of secondary (enterprise managers) and tertiary (legal counsel, head of the fleet of equipment) groups.
We studied the structure of business processes and the communication system at three levels, "owner- owner", "owners – top management" and "top management – middle managers".
We studied the structure of business processes and the communication system at three levels, "owner- owner", "owners – top management" and "top management – middle managers".
We described the situation
Each direction in the company has a hired manager.
The general activities are managed by partners.
For six months before contacting us, the management is uncoordinated, since the owners cannot agree on the way to resolve strategic issues.
The main conclusions that we drew up:
The general activities are managed by partners.
For six months before contacting us, the management is uncoordinated, since the owners cannot agree on the way to resolve strategic issues.
The main conclusions that we drew up:
- The communication system in the company is not built. There are no regulations for interaction between top-level management participants. Contacts occur spontaneously, "as necessary".
- The management team has already felt the negative impact of the conflict situation. They can't solve several important issues.
- The line staff does not feel negative trends yet, but rumors have already begun to spread.
- Long-term development plans are frozen because the owners do not make strategically important decisions, including on obtaining credit funds.
- All sides are interested in a resolution of the conflict as soon as possible.
We made a conflict map
Using the data we got, an information-procedural model and a conflict map were made with a clear definition of the motives and interests of each party.
Since the details are closed by a confidentiality agreement, we publish an example of such a map in general, an example of a conflict map.
Since the details are closed by a confidentiality agreement, we publish an example of such a map in general, an example of a conflict map.
Mediation
In the standard practice of mediation, face-to-face negotiations between the parties are conducted from the first round, but in this case the situation was quite difficult, since in the development of the conflict the parties have already approached the format of personal hostility, when the chances of a peaceful settlement are minimal.
That's why we held individual sessions with each of the partners in advance.
During the sessions, the business goals, interests, and expectations of the owners in relation to each other and key managers were clearly formulated.
The second round of mediation negotiations took place with the participation of both partners and our expert.
As a result of the almost three-hour session, the main disagreements were resolved.The participants recognized the common values and strategic goals, the main of which is the preservation of the company.
In the end of the mediation process there was a series of consultations on building effective communications and forming teams.
That's why we held individual sessions with each of the partners in advance.
During the sessions, the business goals, interests, and expectations of the owners in relation to each other and key managers were clearly formulated.
The second round of mediation negotiations took place with the participation of both partners and our expert.
As a result of the almost three-hour session, the main disagreements were resolved.The participants recognized the common values and strategic goals, the main of which is the preservation of the company.
In the end of the mediation process there was a series of consultations on building effective communications and forming teams.
Happy end
As a result, we could resolve the conflict between the owners, helped to establish communication and avoid the repetition of similar situations in the future.
Also with accordance with our recommendation the client strengthened the team by replacing one of the heads of the financial unit, who did not have sufficient professional competencies.
Also with accordance with our recommendation the client strengthened the team by replacing one of the heads of the financial unit, who did not have sufficient professional competencies.
RESULTS OF THE WORK
We saved the client's business and helped to develop a shared vision of the company's development
Win-win solution
We removed the key contradictions between the owners of the holding
Responsibility
The spheres of responsibility of partners in the company's areas are clearly delineated
Interaction
The regulation of the relationship between owners and top management was created
INTERESTING
Our other successes:
