The reemergence of a geotechnical, special inspection, and construction material testing firm

The following record of study documents the leadership and management efforts to re-vitalize a geotechnical, special inspection, and construction materials testing firm in Southern California. Starting in January 2020, the engineering manager assumed responsibility of a branch with recurring years of poor financial performance and struggling to remain purposeful and viable. A lack of leadership and management created an underperforming team that lacked direction, organization, structure, and accountability. Over the course of two years, performance was turned around. New leadership established guidance and direction. New management provided organization and structure. Management controls aligned employee behavior with organizational goals and objectives and established accountability. As the team began the ascent into the norming stage, a business strategy set a road map to success. A balance score card paired with an operational dashboard established a means to measure strategic progress and to accelerate decision making. Implementing process improvement and lean principles increased operational efficiency and organizational capacity. The development of training programs and investment in human capital set the conditions for long-term stability and success. Two years later, the branch rediscovered its purpose, established viability, and experienced financial success. In the search for future success, the branch continues to reaffirm its purpose and to uphold its viability.