Werety

Call in the managers and supervisors in to a meeting. This is a preparation/prelude meeting. This is to inform them that changes are about to be made to both the product line and its distribution channels, but the changes will be made by the division/department not the higher-ups. Assign a vision to the statement and a timeline of how its going to be fixed in metrics that can be measured and followed. They are to leave and talk with their subordinates about what can be changed and improved and in what way. Focus on product quality, quantity, functions, design/develop/distribution processes. They will report back for a product brainstorming session in 2 days. Any group not reporting will be the first considered to go on the chopping block. Accountability must be paramount at this juncture in time.

3) Brainstorming. Rules first before anyone speaks. No one comments on the ideas presented until all are presented. One person is to be assigned as devil's advocate to see both sides of the story for each item. Don't skip this step. Each group reports back with the best of their ideas, no matter how ludicrious it may seem. Then the floor is opened up for rebuttal and development of each idea presented, one by one. Do not allow for anyone (especially senior personnel) to immediately attack an idea. The ideas are to be weighed and measured by the merits and faults. If faults are found, what are the controls to fix them? Do they fit within the costs vs. benefits ratio? All ideas are to be kept. Most won't be plausible at this time but later on may provide an upgrade to the product to make it more competitive in the marketplace environs.

4) Training and Implementation - Implementing the new product line once chosen from brainstorming session will give the senior leadership a chance to train their subordinates through delegation of authority. By extending the new responsibilities to the subordinates, a leader gives them a chance to flex new muscles and empowers them and...