CASE STUDIES

At Zavala Civitas, we are proud of our strong credentials as business consultants. Here is an example of how we engage with our clients and how we operate during an alignment project. At Zavala Civitas, we are proud of our strong credentials as business consultants. Here is an example of how we engage with our clients and how we operate during an alignment project. At Zavala Civitas, we are proud of our strong credentials as business consultants. Here is an example of how we engage with our clients and how we operate during an alignment project. At Zavala Civitas, we are proud of our strong credentials as business consultants. Here is an example of how we engage with our clients and how we operate during an alignment project.

CASE STUDY 1: Improving rotation rates under extreme disengagement CASE STUDY 1: Improving rotation rates under extreme disengagement CASE STUDY 1: Improving rotation rates under extreme disengagement CASE STUDY 1: Improving rotation rates under extreme disengagement
CLIENT CLIENT CLIENT CLIENT
USA subsidiary company owned by European production company, which has been bought ten years before our involvement. The subsidiary was an important part of the company’s global operation, but was not as profitable as expected and was lagging behind turnover from Euroean subsidiaries. USA subsidiary company owned by European production company, which has been bought ten years before our involvement. The subsidiary was an important part of the company’s global operation, but was not as profitable as expected and was lagging behind turnover from Euroean subsidiaries. USA subsidiary company owned by European production company, which has been bought ten years before our involvement. The subsidiary was an important part of the company’s global operation, but was not as profitable as expected and was lagging behind turnover from Euroean subsidiaries. USA subsidiary company owned by European production company, which has been bought ten years before our involvement. The subsidiary was an important part of the company’s global operation, but was not as profitable as expected and was lagging behind turnover from Euroean subsidiaries.
SYMPTOMS SYMPTOMS SYMPTOMS SYMPTOMS
The subsidiary’s employees had serious problems in adapting to the parent company’s approach, and vehemently resisted and disrespected the company’s ethos and management. Tension was ripe in the company, and this led to inefficiencies, high rotation rate, financial stagnation and absenteeism. The subsidiary’s employees had serious problems in adapting to the parent company’s approach, and vehemently resisted and disrespected the company’s ethos and management. Tension was ripe in the company, and this led to inefficiencies, high rotation rate, financial stagnation and absenteeism. The subsidiary’s employees had serious problems in adapting to the parent company’s approach, and vehemently resisted and disrespected the company’s ethos and management. Tension was ripe in the company, and this led to inefficiencies, high rotation rate, financial stagnation and absenteeism. The subsidiary’s employees had serious problems in adapting to the parent company’s approach, and vehemently resisted and disrespected the company’s ethos and management. Tension was ripe in the company, and this led to inefficiencies, high rotation rate, financial stagnation and absenteeism.
INVOLVEMENT INVOLVEMENT INVOLVEMENT INVOLVEMENT
Corporate Operations Director, CEO of dubsidiary, Corporate Directors by HQ Corporate Operations Director, CEO of dubsidiary, Corporate Directors by HQ Corporate Operations Director, CEO of dubsidiary, Corporate Directors by HQ Corporate Operations Director, CEO of dubsidiary, Corporate Directors by HQ
1. ANALYSIS 1. ANALYSIS 1. ANALYSIS 1. ANALYSIS
2. DIAGNOSIS 2. DIAGNOSIS 2. DIAGNOSIS 2. DIAGNOSIS
3. IMPLEMENTATION 3. IMPLEMENTATION 3. IMPLEMENTATION 3. IMPLEMENTATION
4. IMPACT 4. IMPACT 4. IMPACT 4. IMPACT

Interviews with top management Interviews with top management Interviews with top management Interviews with top management

Group work Group work Group work Group work

Interviews with the Owner Interviews with the Owner Interviews with the Owner Interviews with the Owner

Individual potential assesments Individual potential assesments Individual potential assesments Individual potential assesments

Individual Motivation Assesment Reports Individual Motivation Assesment Reports Individual Motivation Assesment Reports Individual Motivation Assesment Reports

Talent Mapping Talent Mapping Talent Mapping Talent Mapping

Incentive Plan for each Employee Incentive Plan for each Employee Incentive Plan for each Employee Incentive Plan for each Employee

Exit of key Bottlenecks Exit of key Bottlenecks Exit of key Bottlenecks Exit of key Bottlenecks

Individual Feedback to Participants Individual Feedback to Participants Individual Feedback to Participants Individual Feedback to Participants

  • Improved engagement between management
  • Agreed exit of CEO and Operations Director
  • Identified sound, healthy change agents
  • Rotation rate decreased
  • Improved the relations with unions, which improved conditions for employees and owners alike
  • Company recorded all time record profit in 2015
  • Improved engagement between management
  • Agreed exit of CEO and Operations Director
  • Identified sound, healthy change agents
  • Rotation rate decreased
  • Improved the relations with unions, which improved conditions for employees and owners alike
  • Company recorded all time record profit in 2015
  • Improved engagement between management
  • Agreed exit of CEO and Operations Director
  • Identified sound, healthy change agents
  • Rotation rate decreased
  • Improved the relations with unions, which improved conditions for employees and owners alike
  • Company recorded all time record profit in 2015
  • Improved engagement between management
  • Agreed exit of CEO and Operations Director
  • Identified sound, healthy change agents
  • Rotation rate decreased
  • Improved the relations with unions, which improved conditions for employees and owners alike
  • Company recorded all time record profit in 2015
CASE STUDY 2: Integrating competitors into a winning new culture CASE STUDY 2: Integrating competitors into a winning new culture CASE STUDY 2: Integrating competitors into a winning new culture CASE STUDY 2: Integrating competitors into a winning new culture
CLIENT CLIENT CLIENT CLIENT
A long established European Insurance Company with 70 years of experience -which is one of the leading pension providers in the country. Company has had turnover of 1€bn+ in premiums for the last number of years and employs hundreds. A long established European Insurance Company with 70 years of experience -which is one of the leading pension providers in the country. Company has had turnover of 1€bn+ in premiums for the last number of years and employs hundreds. A long established European Insurance Company with 70 years of experience -which is one of the leading pension providers in the country. Company has had turnover of 1€bn+ in premiums for the last number of years and employs hundreds. A long established European Insurance Company with 70 years of experience -which is one of the leading pension providers in the country. Company has had turnover of 1€bn+ in premiums for the last number of years and employs hundreds.
SYMPTOMS SYMPTOMS SYMPTOMS SYMPTOMS
The company recently acquires two competitions but the company is having considerable difficulties fully integrating the new employees to work as team in the parent company’s culture. there is a clear lack of engagement from all parties. The company recently acquires two competitions but the company is having considerable difficulties fully integrating the new employees to work as team in the parent company’s culture. there is a clear lack of engagement from all parties. The company recently acquires two competitions but the company is having considerable difficulties fully integrating the new employees to work as team in the parent company’s culture. there is a clear lack of engagement from all parties. The company recently acquires two competitions but the company is having considerable difficulties fully integrating the new employees to work as team in the parent company’s culture. there is a clear lack of engagement from all parties.
INVOLVEMENT INVOLVEMENT INVOLVEMENT INVOLVEMENT
CEO, HR Director of parent company and the two general managers of each business. CEO, HR Director of parent company and the two general managers of each business. CEO, HR Director of parent company and the two general managers of each business. CEO, HR Director of parent company and the two general managers of each business.
1. ANALYSIS 1. ANALYSIS 1. ANALYSIS 1. ANALYSIS
2. DIAGNOSIS 2. DIAGNOSIS 2. DIAGNOSIS 2. DIAGNOSIS
3. IMPLEMENTATION 3. IMPLEMENTATION 3. IMPLEMENTATION 3. IMPLEMENTATION
4. IMPACT 4. IMPACT 4. IMPACT 4. IMPACT

Interviews with top management Interviews with top management Interviews with top management Interviews with top management

Group work Group work Group work Group work

Assesment by Department Assesment by Department Assesment by Department Assesment by Department

Individual potential assesments Individual potential assesments Individual potential assesments Individual potential assesments

Career Development Plan for High Potentials Career Development Plan for High Potentials Career Development Plan for High Potentials Career Development Plan for High Potentials

Contingency Plan for New Positions Contingency Plan for New Positions Contingency Plan for New Positions Contingency Plan for New Positions

  • Correct implementation of tasking in the new company. The assesment aided necessary staff reductions.
  • A career development plan for high potentials lowered the staff turnover rate.
  • Management reports that employees were more motivated
  • In the years that followed our involvement with the company, the organization gradually became the 6th largest company in its industry
  • Correct implementation of tasking in the new company. The assesment aided necessary staff reductions.
  • A career development plan for high potentials lowered the staff turnover rate.
  • Management reports that employees were more motivated
  • In the years that followed our involvement with the company, the organization gradually became the 6th largest company in its industry
  • Correct implementation of tasking in the new company. The assesment aided necessary staff reductions.
  • A career development plan for high potentials lowered the staff turnover rate.
  • Management reports that employees were more motivated
  • In the years that followed our involvement with the company, the organization gradually became the 6th largest company in its industry
  • Correct implementation of tasking in the new company. The assesment aided necessary staff reductions.
  • A career development plan for high potentials lowered the staff turnover rate.
  • Management reports that employees were more motivated
  • In the years that followed our involvement with the company, the organization gradually became the 6th largest company in its industry
CASE STUDY 3: Harmonizing management climate between three cultures CASE STUDY 3: Harmonizing management climate between three cultures CASE STUDY 3: Harmonizing management climate between three cultures CASE STUDY 3: Harmonizing management climate between three cultures
CLIENT CLIENT CLIENT CLIENT
Asian group buys large stake in European-Brazilian natural resources company merging their management. the company’s ownership has now changed drastically ans its 30 person management team is now mixed. Asian group buys large stake in European-Brazilian natural resources company merging their management. the company’s ownership has now changed drastically ans its 30 person management team is now mixed. Asian group buys large stake in European-Brazilian natural resources company merging their management. the company’s ownership has now changed drastically ans its 30 person management team is now mixed. Asian group buys large stake in European-Brazilian natural resources company merging their management. the company’s ownership has now changed drastically ans its 30 person management team is now mixed.
SYMPTOMS SYMPTOMS SYMPTOMS SYMPTOMS
Culture clash of different management styles, genuine hostility and fear among employees of management, uncertainty mas a common worry among many employees as well as a distinct lack of clear cohesion and common goals or objectives among employees. Culture clash of different management styles, genuine hostility and fear among employees of management, uncertainty mas a common worry among many employees as well as a distinct lack of clear cohesion and common goals or objectives among employees. Culture clash of different management styles, genuine hostility and fear among employees of management, uncertainty mas a common worry among many employees as well as a distinct lack of clear cohesion and common goals or objectives among employees. Culture clash of different management styles, genuine hostility and fear among employees of management, uncertainty mas a common worry among many employees as well as a distinct lack of clear cohesion and common goals or objectives among employees.
INVOLVEMENT INVOLVEMENT INVOLVEMENT INVOLVEMENT
The foreign bussiness supervisor, the exiting CEO and the local head of HR. The foreign bussiness supervisor, the exiting CEO and the local head of HR. The foreign bussiness supervisor, the exiting CEO and the local head of HR. The foreign bussiness supervisor, the exiting CEO and the local head of HR.
1. ANALYSIS 1. ANALYSIS 1. ANALYSIS 1. ANALYSIS
2. DIAGNOSIS 2. DIAGNOSIS 2. DIAGNOSIS 2. DIAGNOSIS
3. IMPLEMENTATION 3. IMPLEMENTATION 3. IMPLEMENTATION 3. IMPLEMENTATION
4. IMPACT 4. IMPACT 4. IMPACT 4. IMPACT

Interviews with top management Interviews with top management Interviews with top management Interviews with top management

Group work Group work Group work Group work

Individual potential assesments Individual potential assesments Individual potential assesments Individual potential assesments

Individual Motivation Assesment Reports Individual Motivation Assesment Reports Individual Motivation Assesment Reports Individual Motivation Assesment Reports

Coaching Coaching Coaching Coaching

Follow up Exercise Follow up Exercise Follow up Exercise Follow up Exercise

  • Bridges were built between the various cultures
  • Implementating a thorough and complete Management Information System
  • Harmonizing the work climate by facilitating the understanding of cultural differences
  • Definition of change agents
  • One dismissal suggestion
  • Setting committee meetings to track, analyze and correct deviations obectively
  • Bridges were built between the various cultures
  • Implementating a thorough and complete Management Information System
  • Harmonizing the work climate by facilitating the understanding of cultural differences
  • Definition of change agents
  • One dismissal suggestion
  • Setting committee meetings to track, analyze and correct deviations obectively
  • Bridges were built between the various cultures
  • Implementating a thorough and complete Management Information System
  • Harmonizing the work climate by facilitating the understanding of cultural differences
  • Definition of change agents
  • One dismissal suggestion
  • Setting committee meetings to track, analyze and correct deviations obectively
  • Bridges were built between the various cultures
  • Implementating a thorough and complete Management Information System
  • Harmonizing the work climate by facilitating the understanding of cultural differences
  • Definition of change agents
  • One dismissal suggestion
  • Setting committee meetings to track, analyze and correct deviations obectively
CASE STUDY 4: Improving shareholder visibility in business operations CASE STUDY 4: Improving shareholder visibility in business operations CASE STUDY 4: Improving shareholder visibility in business operations CASE STUDY 4: Improving shareholder visibility in business operations
CLIENT CLIENT CLIENT CLIENT
European listed company experiencing rapid international growth across Europe, North America, Latin America and Asia. European listed company experiencing rapid international growth across Europe, North America, Latin America and Asia. European listed company experiencing rapid international growth across Europe, North America, Latin America and Asia. European listed company experiencing rapid international growth across Europe, North America, Latin America and Asia.
SYMPTOMS SYMPTOMS SYMPTOMS SYMPTOMS
General strain on top level management, apparent lack of motivation and incentives. Furthermore, senior management was unevenly involved in the effort to grow internationally. General strain on top level management, apparent lack of motivation and incentives. Furthermore, senior management was unevenly involved in the effort to grow internationally. General strain on top level management, apparent lack of motivation and incentives. Furthermore, senior management was unevenly involved in the effort to grow internationally. General strain on top level management, apparent lack of motivation and incentives. Furthermore, senior management was unevenly involved in the effort to grow internationally.
INVOLVEMENT INVOLVEMENT INVOLVEMENT INVOLVEMENT
CEO CEO CEO CEO
1. ANALYSIS 1. ANALYSIS 1. ANALYSIS 1. ANALYSIS
2. DIAGNOSIS 2. DIAGNOSIS 2. DIAGNOSIS 2. DIAGNOSIS
3. IMPLEMENTATION 3. IMPLEMENTATION 3. IMPLEMENTATION 3. IMPLEMENTATION
4. IMPACT 4. IMPACT 4. IMPACT 4. IMPACT

Interviews with top management Interviews with top management Interviews with top management Interviews with top management

CV Reviews CV Reviews CV Reviews CV Reviews

Market Intelligence by Salary Market Intelligence by Salary Market Intelligence by Salary Market Intelligence by Salary

Individual potential assesments Individual potential assesments Individual potential assesments Individual potential assesments

Talent Mapping Talent Mapping Talent Mapping Talent Mapping

Coaching Coaching Coaching Coaching

Wrap-up activity Wrap-up activity Wrap-up activity Wrap-up activity

Assesment by Department Assesment by Department Assesment by Department Assesment by Department

  • Executives were not lacking incentives, but rather career development programs which were thus created
  • Retention of key managers was improved
  • Key executives were empowered in their new international roles
  • Executives were not lacking incentives, but rather career development programs which were thus created
  • Retention of key managers was improved
  • Key executives were empowered in their new international roles
  • Executives were not lacking incentives, but rather career development programs which were thus created
  • Retention of key managers was improved
  • Key executives were empowered in their new international roles
  • Executives were not lacking incentives, but rather career development programs which were thus created
  • Retention of key managers was improved
  • Key executives were empowered in their new international roles
CASE STUDY 5: A new CEO with a financial and results oriented strategy CASE STUDY 5: A new CEO with a financial and results oriented strategy CASE STUDY 5: A new CEO with a financial and results oriented strategy CASE STUDY 5: A new CEO with a financial and results oriented strategy
CLIENT CLIENT CLIENT CLIENT
A European family bussiness has recently been handed down from father to son, and is now experiencing unforeseen circumstances regarding management, client relations and other external factors. A European family bussiness has recently been handed down from father to son, and is now experiencing unforeseen circumstances regarding management, client relations and other external factors. A European family bussiness has recently been handed down from father to son, and is now experiencing unforeseen circumstances regarding management, client relations and other external factors. A European family bussiness has recently been handed down from father to son, and is now experiencing unforeseen circumstances regarding management, client relations and other external factors.
SYMPTOMS SYMPTOMS SYMPTOMS SYMPTOMS
A new incentive plan was required by management, as well as a new decion/making process between the new owners and the management team A new incentive plan was required by management, as well as a new decion/making process between the new owners and the management team A new incentive plan was required by management, as well as a new decion/making process between the new owners and the management team A new incentive plan was required by management, as well as a new decion/making process between the new owners and the management team
INVOLVEMENT INVOLVEMENT INVOLVEMENT INVOLVEMENT
New Owners and CEO New Owners and CEO New Owners and CEO New Owners and CEO
1. ANALYSIS 1. ANALYSIS 1. ANALYSIS 1. ANALYSIS
2. DIAGNOSIS 2. DIAGNOSIS 2. DIAGNOSIS 2. DIAGNOSIS
3. IMPLEMENTATION 3. IMPLEMENTATION 3. IMPLEMENTATION 3. IMPLEMENTATION
4. IMPACT 4. IMPACT 4. IMPACT 4. IMPACT

Interviews with top management Interviews with top management Interviews with top management Interviews with top management

Group work Group work Group work Group work

Interviews with the Owner Interviews with the Owner Interviews with the Owner Interviews with the Owner

Individual Motivation Assesment Reports Individual Motivation Assesment Reports Individual Motivation Assesment Reports Individual Motivation Assesment Reports

Individual potential assesments Individual potential assesments Individual potential assesments Individual potential assesments

Talent Mapping Talent Mapping Talent Mapping Talent Mapping

Incentive Plan for each Employee Incentive Plan for each Employee Incentive Plan for each Employee Incentive Plan for each Employee

Career Development Plan for High Potential Career Development Plan for High Potential Career Development Plan for High Potential Career Development Plan for High Potential

  • The implementation of the New Incentives Plan allowed for the retention of key employees
  • The new owners were more actively present in the company
  • The new owners were present in the decision making process
  • The implementation of the New Incentives Plan allowed for the retention of key employees
  • The new owners were more actively present in the company
  • The new owners were present in the decision making process
  • The implementation of the New Incentives Plan allowed for the retention of key employees
  • The new owners were more actively present in the company
  • The new owners were present in the decision making process
  • The implementation of the New Incentives Plan allowed for the retention of key employees
  • The new owners were more actively present in the company
  • The new owners were present in the decision making process