Challenges
At the manufacturing unit, a group of employees organized themselves in opposition to the CEO and gradually took control of all key operational and production decisions, deliberately excluding the CEO from day-to-day management. The situation escalated to the point where the CEO was effectively confined within the office, resulting in a severe leadership and governance crisis within the company. As part of this unrest, the group also adopted a deliberate go-slow approach to production, significantly impacting operational efficiency and output.
Services Provided
- We conducted a quick factory walk-through to understand the level of non-cooperation.
- We implemented a strategy to identify the trigger and resolve the impasse by doing full assessment:
- Helped the CEO to understand the situation, reviewed his performance and facilitated this resignation with immediate effect.
- Managed the recruitment and on-boarding of his replacement.
Delivered Value
The client successfully restored full plant operations within just three days, ensuring business continuity with minimal disruption. The temporary working committee was immediately dissolved, and direct involvement of the Head Office team was swiftly re-established to regain effective oversight. Within the same three-day period, the CEO was released without any legal litigation, avoiding prolonged disputes or reputational risk. Production activities were promptly resumed, and all operational decision-making and management control were firmly returned to the Head Office, with strict governance and close supervision of the local management team in place.
