Shane Buckley put his own spin on enacting dramatic change, by using seven steps, after becoming the CEO of Xirrus in the summer of 2012.
explained in an interview last week, he
saw that Xirrus
, a commercial Wi-Fi firm based in Thousand Oaks, Calif., had a presence in schools and universities but needed to expand its markets and selectively outsource activities previously done in-house to lower costs.
"I changed our business and a key part of that was outsourcing many of the activities that Xirrus
had done internally, such as manufacturing," he
"I knew that implementing this ... would require a big culturalchange."
could have fired the employees, replacing them all with people who saw things his
decided to bring in an outside management consultant, Judy Issokson of Issokson & Associates, to help him lead the process of changing Xirrus's culture.
The following seven steps that Buckley
took to change Xirrus'
strategy without replacing all its people could be of help to other firms.
1. Meeting with all employees.
started off as CEO by meeting with people both inside and outside the company.
"During the first six to eight weeks, I had a chance to figure out what was working and what needed to be fixed," he
to help dispel that fear.
: "I was working with Judy to help us identify the barriers to getting Xirrus
where we wanted to be.
wanted people in the company to articulate what they believed needed to be done.
met with his
executive staff and the whole company, he
Over four to six weeks people were asked, What do we need to do?
What are our key objectives?
was not given the answers directly, though.
And after listening to the responses, Buckley
decided which resources would be assigned to meet the key objectives and in which sequence.
One priority was to make Xirrus
a company that was easier for customers to do business with.
"We decided how we would change the way we would bring in customers and how we would respond to their questions," Buckley
: "You have to be authentic.
decided that if customer requests were to be truly valued, "we can't keep measuring them just on whether they met their sales target.
added, "We need to start tracking how satisfied customers are as well."
claimed last week that Xirrus
is thriving, growing 40 percent year over year, it added 70 people and seeking new markets with a new footprint.
"On a human capital level," he
"People are more engaged, they work together across functions, and the company is moving faster because trust has replaced fear."
"Xirrus has executed a masterful expansion of the business since Shane Buckley joined," wrote Steve Krausz, general partner for US Venture Partners, whose firm invested in Xirrus.
Also, Xirrus CEO Shane Buckley's comments have been updated to indicate that only one area was outsourced: manufacturing.