Bounty’s management had engineered a buyout and begun a journey of growth. Quite early on, the management team realised that they were under-achieving against their plan, failing to get traction in new areas and going backwards in existing areas.
We began our work with them by interviewing the management team and discovering that their behaviours pre-buyout and post-buyout hadn’t fundamentally changed. We challenged them to take real responsibility, as leaders, not managers, for the performance of the business.