A major division within DSE
DSE are working in an environment that requires Rangers In Charge (RIC) (middle management) to be more effective in managing and balancing a diverse range of stakeholder interests. A critical issue is managing the “tyranny of distance”, where rangers in the field need to be equipped to deal with a range of complex situations in physical isolation from head office. The role of local management was therefore critical in this situation.
Sensis has taken four separate existing brands and created a new 5th Sensis brand that adds value through integrating client information and connecting clients with their target markets. Sensis seeks to effectively leverage the combined value of all four entities, integrating content to be delivered through new technological platforms. This requires a shift from a directory/print company to an information/media company, requiring totally different leadership and business skills.
Toyo Ink is an international ink manufacturer who is competing in an ever-increasing competitive market place. Their challenge was to grow their business and to move from being a small manufacturer relying on a small number of clients to a medium size manufacturer with a larger more robust clientele. The industry is experiencing a change in paradigm as other digital forms are slowly replacing traditional print using conventional ink. This trend, whilst slower than anticipated, will challenge traditional businesses in the years to come. Creating a new growth strategy was key, as was the need to become much more sophisticated in their people management practices, processes and leadership capability.
As a leading provider of banking and other financial services, Colin Pidd, a Quantum Edge Associate became involved with Westpac at a time of static growth for one area of the banking operation. In the context of this external environment, it was decided to merge two of the bank’s divisions into a single unit the purpose being to increase productivity and achieve better market performance. This restructure however was perceived as difficult due to cultural, management and other human resource issues.