Strategic Planning Success: Aligning 10 Commonwealth Electric Operating Centers
We just get more stuff done. We are more organized with the way we do things. We are more focused on our goals.
What We Did
Aligned 10 operating centers.
Documented Core Values & processes.
Implemented the Accelerate Operating System (AOS).
Defined how Commonwealth can win.
Implemented a more agile goal-setting process.
Key Outcomes
Achieved unprecedented growth and profitability by aligning all business units under shared processes.
Fostered a collaborative culture, breaking down silos between branches.
Streamlined operations, leading to more efficient decision-making and execution.
Increased buy-in from employee group.
Increased ability to pivot to unforeseen changes.
Table of Contents
Background
T. Michael Price, President & CEO of Commonwealth Holdings, found his company at a crossroads. Following the exit of old leadership and a transition to an Employee Stock Ownership Plan (ESOP), Commonwealth was faced with new obstacles preventing them from their next level of success. Each branch operated independently, leading to inefficiencies and a lack of unified direction. The company needed a comprehensive strategic plan to align its operations and drive future growth.
Commonwealth had goals, but no strategic plan to get them there. Recognizing the need for change, Commonwealth partnered with Leadership Resources to implement the Accelerate Operating System (AOS). This partnership was critical to moving the company forward.
Starting with the executive level, Commonwealth defined the key initiatives that would eventually lead to success for the company. However, there was still more that needed to be done. Commonwealth recognized that by siloing the strategic plan to just the leadership team level, it would stay there. Commonwealth incorporated the strategic planning process, throughout the organization at 10 total locations. By incorporating strategic planning at each branch, Commonwealth was able to not only cascade a vision effectively to every employee, but allow them to play their own part in it.
Challenges
Before working with Leadership Resources, Commonwealth Electric was highly siloed. There was little alignment between corporate and the individual branches. Company-wide goals were set, but each branch functioned as an independent business unit, making it difficult to achieve them.
Without well-defined core values and processes, branches were left to develop their own methods for solving problems and making decisions. This inconsistency created inefficiencies, and potentially conflicting approaches to similar challenges across the organization.
At Commonwealth Electric, goals were often viewed as annual objectives, which limited meaningful progress. The focus on yearly targets left little room for adjustments during the year, allowing for the possibility that the company could miss opportunities for growth.
Results
Leadership Resources guided Commonwealth Electric through a transformative process. By implementing AOS, they were able to define their core values, understand their niche in the marketplace, and create a unified vision for the company.
By carefully crafting these vital elements, it gave them a blueprint and common vision for running the business. Decisions can be made based on these core elements and it ensures everyone in the company is aligned on who they are, what they do, where they are going, and how they will do it. This transformation led to significant improvements in efficiency, profitability and growth.
As COO Neil Davidson put it, “Leadership Resources helped us create processes and procedures that we’ve been able to break down those silos and have everybody do processes the same way throughout the company. It took time and it was a painful process, but it was well worth it.”
The impact of strategic planning extended beyond operational improvements. The cultural shift fostered by AOS and Leadership Resources allowed employees to feel more connected and invested in the company’s success. “Here I think it’s different. I really feel that you’re able to express the things you think can be better with the company, and by doing that you’re buying in on those changes”, said Troy Dietz, Omaha Branch Manager.
Commonwealth’s purpose as defined is “Committed to Excellence”; through strategic planning, alignment and a ruthless adherence to who they are, that commitment becomes a reality.
"Being a leader that can actually make a difference, it's so much more than being able to do the job from a technical standpoint."
Leveraging the Integrated Approach: Strategic Planning, Leadership Development, and Data Insights
Dave Anderson
Chief Executive Officer
"My ultimate goal was to get promoted to a Director. I absolutely loved my job, but felt that if I didn’t change, I may lose my job."
Growing into Leadership: The Impact of Emotional Intelligence on Career Success
Jody Babcock
Director of Accounting
"The key to success is when you accept your weaknesses, attack them with purpose, and realize you have true, life-changing potential."
Applying Leadership Capabilities and Driving Organizational Change
Amy Eberle
ALP Participant
"...cares in equal measure for employees, members and embracing the vision of Centris as the ‘place everyone wants to work and belong."
Designing a Strategic Vision and Tracking Progress
Ralph Kellogg
VP, Human Resources