A public company CEO needed to accelerate the growth trajectory of the business by expanding into key geographies and going big on innovation.
The most modern plant in this company’s supply chain network had slipped to near the bottom on operating efficiency, quality and performance improvement for two years in a row.
The President running a $10Bn business unit of a global financial services company was 18 months into a 3-year strategic plan yet traction and business results were below expectations and top leadership was unclear about how to increase the pace of progress.
A high-potential marketing executive was tapped to turn around a marketing unit that plays a central role in driving over $3Bn in revenue within a business facing tremendous pressure to grow the top-line.
“When I was Chief Learning Officer at Goldman Sachs, and now as the Dean at Haas, Ulrich has been an invaluable advisor to me over the years. He has helped me think through what the most important aspects of leadership are that we should teach others. He also helps me think through how I lead the organizational changes we are making so Haas can more fully prepare innovative leaders for our turbulent world.”
Richard Lyons, Dean, UC Berkeley Haas School of Business