Anderson Homes' Strategic Turnaround

Situation:
In early 2005, Anderson Homes, a regional homebuilder, faced significant challenges as national builders entered the market, intensifying competition. The company struggled to keep pace with these industry giants, leading to a stressful period for the leadership team. Ineffective operational structures and the inability to adapt quickly hindered their growth and market share. To remain competitive and drive revenue growth, Anderson Homes needed a transformative strategy to overhaul their operations and enhance their market position.

Solution:
Anderson Homes hired Chris to work with the leadership team. Chris implemented his Smart Hierarchy© approach to hiring and team building, which streamlined the organizational structure and improved team alignment. This system clarified roles and responsibilities, enhancing communication and efficiency across the company. He introduced the 3-Level Management© system for corporate and field operations, focusing on "compressing cycle time to attainment." This approach created clear strategic, tactical, and operational goals, empowering managers at all levels, and establishing regular performance tracking and feedback mechanisms. Within 90 days, these initiatives began to transform the company's operations. By the end of 2007, Anderson Homes had become the second-most improved homebuilder in the U.S. in revenue growth and sales of homes. The company achieved a 28% revenue increase in 2007, while its top 10 competitors experienced an average decline of over 20%. Additionally, Anderson Homes was the only homebuilder nationally recognized by the Environmental Protection Agency (EPA) in 2007 for excellence in their Energy Star™ and WaterSense™ programs, underscoring their commitment to quality and sustainability.