Igniting a new wave of business and brand growth
The Challenge
When Gordon Dron became regional managing director, Europe, for William Grant and Sons, he inherited a small group of senior managers who felt frustrated and disappointed with Europe’s role as ‘just a cash engine’ for the group.
They didn’t act as a team, were unsure of their role in the global picture, and, despite a strong portfolio of brands, including Grants, Glenfiddich and Hendricks Gin, weren’t pursuing an integrated portfolio strategy.
Dron recalls: “It was dysfunctional. There had been constant changes of both strategy and CEO – and people were treated as ‘doers’ rather than being respected for what they could contribute, and empowered to do it.
Management had run the company on a very short term basis, and was dogged by ‘political factions’. This drove a culture which felt as though everyone was in it for themselves – people tried to minimise their targets to ensure they delivered the numbers and got their bonuses, regardless of the effect on other markets and colleagues – the business operated as a series of silos.
Dron realised that with a clear strategy and a cohesive and engaged team, Grants Europe could accelerate its growth and significantly increase its contribution to the global business. He called in Cognosis to help.
- Name: Gordon Dron
- Organisation: William Grant & Sons
- Position: Managing Director, Europe
Gordon is a experienced international manager in the consumer goods sector. He has worked in both tobacco and spirits sectors throughout his career. Gordon has worked across commercial, marketing and general management roles during his career.
Gordon worked extensively overseas with postings including India in the 80’s, Asia through the 90’s and completed his first general management role for Imperial Tobacco in France from 1998-2001. He want on to become Marketing Director at Imperial Tobacco before leaving in 2005. In 2006 he joined William Grant and Sons at which point the journey described in this case study.
