ALLAN COX CASE EXAMPLES
Large-Size Manufacturing
The new CEO of a $6-billion sales manufacturing company with a dominant
market share hired Allan Cox to help him deal with tensions between his
board and the top executive team. A gap had developed between the two bodies,
one the CEO wanted to bridge. Coaching led to (1) separating the sheep from
the goats on the CEO’s team, (2) the team’s clearly stating
its point of view at board meetings, and (3) eliciting the best collaborative
efforts from an astute board.
”At the end of a follow-on board retreat, one of the directors observed,
”A year ago, you people got a C- in my book. Today it’s an A.”
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Professional Sports Franchise
A profitable NFL franchise had formed an unusual ownership arrangement:
10 owners, including the CEO, each had a 10 per cent equity position. All
10 had amassed personal fortunes from their extraordinary business careers,
with egos to match. How could such a talented and outspoken group possibly
forge a united path to success?
Cox was retained. After getting to know all these high-talent, high-spirited
members during in-depth interviews, he designed and facilitated an offsite
board meeting where candor prevailed and commonalities emerged. The team
on the field enjoyed several winning seasons, and was then sold, adding
significantly to each owner’s net worth.
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Hospital and Healthcare
The largest and most respected specialty multi-hospital system of its kind
in the world (according to US News & World Report) enjoyed an enviably
energetic and prominent board. Over a 15-year period, the board has frequently
engaged Allan Cox to coach its CEOs. The result: (1) CEOs who know their
board supports them, and (2) a board that leaves no stone unturned when
it comes to enhancing the performance of the hospital.
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Medium-Size Manufacturing
The board of a heavy industry manufacturer respected the company’s
CEO, but not the performance of his top team. Cox coached both the board
and CEO, opening all eyes to the subtle ways in which the board had unwittingly
contributed to a less-than-ideal management situation. As a result, the
company’s performance improved and its stock quadrupled, despite a
lackluster market.
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Professional Association
One of the major growth cities in the western U.S. wanted to resolve a paradox.
How do you attract talented workers and scientists to a burgeoning high-tech
industry base while at the same time avoiding urban sprawl? The President/CEO
of the regional economic development corporation asked Cox to facilitate
a board and top team retreat led by its new Chairman who hoped to make a
major contribution to resolving the paradox. After the session, the Chairman
relished the alignment the board had achieved at the retreat. This bodes
well for the organization’s efforts to promote its positions on upcoming
referendums and regional initiatives.
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Telecommunications
A resourceful telecom company in the Midwest began its life in 1894. Starting
as a regional telephone operation, it had flourished into a diversified
communications services provider doing business in 40 states. The CEO retained
Cox to help the company reclaim its uniqueness after a period of rapid growth.
Over a six-month period the company completed a project that engaged all
1400 employees in a compelling new mission. On July 22, 2005, 111 years
after its modest beginnings, the CEO rang the bell on the NASDAQ when his
company went public.
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