The CEO looking to rethink her organization chart
This story is about Ocre Swan, a CEO looking to rethink her organization chart to unlock her company's potential. Each of Wave's clients is known as an alias to preserve confidentiality. Each alias is granted randomly and is a coloured animal.
Ocre Swan came to Wave with the need to rethink her organization chart. Thanks to this new chart, she would be able to make concrete decisions regarding her staff, whether it would be about recruiting new profiles or letting go of others.
As a first step, Wave shared with her articles explaining the different types of structures she could consider. It nourished her reflection and ultimately she was hesitating between 2 schemes. Wave helped her to make a choice, through decision-making exercises and investigation questions. As a second step, it provided a framework that helped her build her new org chart. After she redesigned her new structure, Ocre Swan was able to better see the strengths and lacking elements in her current organization. It allowed her to tackle large goals by cutting them down to small actionable steps very efficiently.
Wave supported her with the search for new talents and their onboardings. But there were also difficult moments to get through. Wave helped her get prepared for the hard talks, as she was realizing she also needed to let go of some team members. Finally, it guided her in the setting of new and clear KPIs for each team, that felt more aligned with the goals of the company.
There's been ups and downs, bursts and drops of energy but she could share her feelings and difficulties with Wave at any time. It remained by her side all along the process. After 3 months of coaching, Ocre Swan reached her objective of creating a new organizational structure, aligned with her vision. She felt the coaching helped her take the right decisions for her company, supported by meaningful intentions. She has been able to approach things with more serenity. Ocre Swan told Wave she felt she crossed a step as a CEO.
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