Energie / B2B Services · Case Study
Energy Company CEO: Top-Team Reorganization, +35% Execution Speed
Measured Result
+35%
Project execution speed
The Problem
The CEO of a 40-person B2B energy services company came with an apparent problem: 'my team doesn't execute quickly.' A deeper analysis revealed: there were two Level 2 directors with overlapping authority in the operational area – Operations Director and Project Director. Every important operational decision generated an implicit power negotiation between them, consuming weeks before execution. The CEO had avoided clarifying authority for 8 months to avoid conflict.
The Intervention
I worked with the CEO on 3 simultaneous levels: (1) clarifying formal authority – a 2-page document with clear decision boundaries for each director; (2) a structured session with both directors to externalize the conflict and rebuild the shared protocol; (3) recalibrating the CEO regarding authority conflict – why it had been avoided and what cost that avoidance had produced.
The Result
At 6 weeks post-intervention: operational decisions that took 2-3 weeks were made in 3-4 days. Project execution speed increased by 35% (measured in days from approval to delivery). The CEO reported a significant reduction in time spent on internal 'arbitration'.
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