A mature, mid-size industrial manufacturer located in New Jersey was profitable, but stagnant. Senior management functioned entirely top-down, and was deeply involved in day-to-day operations and time-consuming crisis control. Employees were disengaged from the business and numerous long-term managers and supervisors were too comfortable doing things “the way they have always been done.”
A mid-size, distributor of industrial products with locations throughout the Midwest was struggling to maintain sales and profit margins. The owners, a substantial private-equity firm with multiple investments across a broad spectrum of industrial companies, were troubled by management’s lack of a coherent strategy and the absence of agreed upon metrics to measure performance.