The experts at Wisconsin Medmark met with company leadership and understood immediately that this rapid change needed full buy-in as well as specific action plans from all verticals in the plant. We created a schedule to meet individually with all factory leaders. We discussed the overall plan, and their specific concerns with the rapid growth as it related to their departments. We gave equal time to conversations about the plan’s opportunities and challenges. Leadership felt heard and their reflections were able to directly impact our plan going forward.
After this initial research phase, Wisconsin Medmark prepared a three-day strategy event to illuminate each groups’ concerns with potential solutions to overcome the identified barriers. We identified one overarching problem that needed to be addressed in order to make the plan successful: the company needed to take steps to achieve a better team cohesion.