- Organizational Alignment
- Strategic Development
- Human Capital Optimization
- Re-staffing/Resource Redeployment
- Leadership Development
- People Harmonization
- Succession Planning
To reduce the management overhead at Westinghouse Savannah River Corporation (WSRC) by 30% and eliminate over 70 Executive and Management positions without compromising the operational integrity of four major companies within the consortium.
Actual operation of the Savannah River Site (a Department of Energy organization) was conducted by WSRC. WSRC was a consortium of four major companies: Westinghouse, Babcock & Wilcox, Bechtel, and BNFL. The Senior Management of the site had to be reduced by more than 30%. A structure of 260 VPs, Level 2, and Level 3 Managers had to be reduced to 176. The President and EVP had already drawn up the new structure, but there was a need to integrate the development and succession planning of the four companies to support the site without compromising the integrity of the individual members.
In concert with the Strategy Department, ECI designed and conducted a “war game” type business simulation. The plan for the project had three consecutive phases. The proposed strategy was tested to uncover flaws in the analysis, unintended consequences, and hypothetical potential surprise moves from competitors. A business game simulation, based seven years in the future, was conducted on the assumption that the successfully executed plan would create a Future History of the company. A divisional CEO-level Leadership Team analysis of the first two phases was facilitated to review and revise the proposed strategy based on the outcome of the business simulation. The war game was hosted in a confidential location over a ten day period. All AlliedSignal Aerospace Strategic Business Unit Presidents plus 16 high potential Directors participated, including the President of the company during summation.
In a highly litigious atmosphere, ECI completed the downsizing of a significant number of Management Level positions without a single incident or complaint—an unusual feat in an industry traditionally faced with extensive litigation action. The team facilitated employee workshops, which were required of all those in the 260 affected positions and received an average rating by participants of 8.5 on a scale of 10 for effectiveness. The team also worked closely with the outplacement firm and jointly set up a resource center for employees displaced in this process. Employee feedback one year later rated ECI at 9.2 out of 10 for overall management of the project. The Executive VP commented that he was “astounded by the level of effort, the results, timeliness, flexibility, responsiveness, and the effectiveness” of ECI’s collaborative decision process. Through coaching, the Executive Leadership Team was integrated and then jointly developed the leadership standards against which to hold remaining management accountable.
ECI developed management assessment and succession planning procedures to be used twice a year for two years and once a year thereafter. Reporting procedures were designed to promote both workforce and leadership development and integration. Various on-site opportunities were also cataloged for accessibility.
ECI implemented a full, turn-key process in communicating change, coaching employees, and administering a zero-based staffing process which permitted current employees to bid on the 176 new positions. The client provided office administration infrastructure. ECI provided and created all additional support including employee counseling, bid forms, development of procedure and formal paperwork, process administration, and IT resources. In a second project 18 months after completion of the first, ECI was contracted to work with the Leadership Team to develop and implement a Strategic Development and Succession Planning System (SDSPS).