Part 2: Reflections on Driving Turnaround and Alignment in a Global Manufacturer

"See how a global manufacturer turned underperformance into growth, strengthened leadership alignment, and reconnected teams across continents. Part 1 shares the case study; Part 2 reflects on the lessons learned for leaders driving complex change."

Context

A global manufacturer of electronic components was facing sustained underperformance, fragmented operations, and low trust between business units and the centre. Years of siloed working had diluted the group’s identity, weakened collaboration, and limited its ability to mobilise around a shared ambition. A new CEO was appointed to reset direction and restore confidence.

Reflections on Leading Change

Working on this transformation, I was constantly inspired by the leaders who stepped up with vision, courage, and openness. It was clear that a strong, united executive team — willing to listen, challenge, and support one another — set the tone for the rest of the organisation.

I was particularly pleased when we started to see new ideas and initiatives emerging from sites or business units that had previously been siloed. Questions from teams outside the HQ — asking for resources or experimenting with new ways of working — showed that people were not just following directions, but had growing confidence and willingness in shaping the change. Moments like these were a powerful reminder that transformation succeeds when it is owned by those doing the work and affected by it.

 Making things “local” and personal proved to be powerful. One of the highlights was the introduction of monthly staff awards recognising individuals who truly lived the group’s refreshed values. These moments of recognition did more than celebrate achievement — they reinforced the behaviours we wanted to see, inspired others, and reminded everyone that change isn’t about systems or structures alone, but about people. Not nameless employees, but colleagues and teams.

By sharing these stories across the organisation — through global newsletters in different languages, short videos, and local town halls — individuals from different sites were given the chance to shine. They felt seen, appreciated, and part of something bigger than their immediate role or location. Importantly, these stories also travelled upwards: the CEO and senior leaders made a point of recognising award winners personally during subsequent site visits, closing the loop between values, leadership, and lived experience.

I also learned that transparency, honesty, and a willingness to pivot matter as much as a clear plan. Acknowledging both strengths and imperfections built trust, and encouraged the teams to stretch beyond their comfort zones while staying grounded in what was already working well.

In the end, transformation is a journey — one where strategy, structure, processes and culture must move together. Seeing teams smile — growing in confidence, more eager to collaborate, explore, and be creative — reminds me why this work is so rewarding.

Note: AI Generated Image