Simon was engaged by the leadership of a major industrial manufacturing business in Indonesia to address systemic weaknesses in management effectiveness, cross-functional coordination, and execution. The business faced persistent challenges around accountability, work-in-progress reporting, and inter-team communication that were constraining delivery performance and limiting the development of a professional, improvement-oriented culture.
He led the programme from diagnosis through implementation, combining one-to-one executive coaching, group upskilling, action-plan development, and a structured communications improvement process. Early diagnostic work identified weak cross-functional coordination, inconsistent meeting discipline, and gaps in core management capability, particularly around goal setting, delegation, accountability, and communication. A core component of the engagement was a diagnostic value-mapping exercise across the manufacturing value chain, which identified root causes of production delays, exposed process bottlenecks, and provided the leadership team with a credible basis to commit to targeted operational changes.
The programme helped shift the management team from problem denial to active ownership of improvement priorities, producing practical action plans across key managers, advancing the development of an integrated information-exchange tool, and completing a communications improvement plan that established a stronger platform for sustained cross-functional cooperation. Participants also completed SWOT reviews of key supervisors and identified potential high performers for future development.
The programme delivered measurable operational improvement, including a circa 50% reduction in lead time and an approximately 30% reduction in costs, while materially strengthening management alignment, cross-functional discipline, and execution across the business.