Three CEO’s in three months
After six years of a revolving door in the C-suite, a 90-day communications plan wins over a company’s cynical employees.
In 2000, a certain top global provider of polymer materials went through a merger and launched what would turn out to be six years of turmoil.
First, there was the unexpected departure of the CEO named at the time of the merger. A manager was then promoted internally to fill the chief position.
“Over the course of his tenure, the company was impacted by a difficult economy, aggressive competition and pricing pressures and a lengthy restructuring that involved significant job losses and plant closings,” says Lisa Rose, senior managing director at Dix & Eaton, which has provided longtime communication consulting to the company.
Unable to deliver sustained profitable growth and shareholder return, the CEO resigned.
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