The Indian subsidiary of a multi-national agro-chemical company had been underperforming for several years. Key issues identified by the global management team included:

1. Lack of direction and leadership at the local level.

2. Low morale and motivation among the field staff.

3. Poor processes and follow-up on strategy execution.

The WIL Group was quickly able to deploy an experienced senior executive with relevant industry knowledge to take charge as the interim CEO.

The interim CEO worked in co- ordination with the global management team and set in place a 90-day plan to address key issues.

The interim CEO focused on key problem areas and gaps; he took immediate action by optimizing processes and filling critical vacant leadership positions.