flexiblefullpage - default
Currently Reading

C.P. Morgan - 2006 NHQ Silver Award Winner

Advertisement
billboard - default

C.P. Morgan - 2006 NHQ Silver Award Winner

Corporate Profile: C.P. Morgan is a residential land development and home building company serving the metropolitan Indianapolis and Lafayette markets in Indiana and Charlotte, NC. Headquartered in Indianapolis, C.P. Morgan is the first home builder in Indiana to receive the Better Business Bureau of Central Indiana's Torch Award for Business Ethics.


By Staff March 31, 2006
This article first appeared in the PB April 2006 issue of Pro Builder.

Best Practices

Leadership

Corporate Profile: C.P. Morgan is a residential land development and home building company serving the metropolitan Indianapolis and Lafayette markets in Indiana and Charlotte, NC. Headquartered in Indianapolis, C.P. Morgan is the first home builder in Indiana to receive the Better Business Bureau of Central Indiana's Torch Award for Business Ethics.

C.P. Morgan is also the only builder/developer in the country to have been awarded four national awards for building with nature. C.P. Morgan has built more than 16,000 homes in more than 100 neighborhoods and has received national recognition for quality community development.

Mission: C.P. Morgan's mission is to provide more square feet for less money, more choice and an enjoyable building experience.

Management Team: Chuck Morgan, chairman and chief executive officer; Dan Horner, president and chief operating officer; and Mark Boyce, executive vice president of development.

Strategic Goals: C.P. Morgan strives to be a low-cost producer of first time and first-time move up new homes. The company does this by

  • listening to the buyer in identifying the significant market
  • creating a value proposition to determine what the significant market values
  • creating an environment of operational excellence to deliver what the significant market values

To gain valuable market insight and customer feedback, C.P. Morgan relies on extensive market research surveys to local home buyers as well as to its customers. The builder's use of this information and a number of operations processes have allowed it to steadily gain favor as a builder of choice: customer satisfaction increased from 91 percent in 2003 to 98 percent in 2005.

Judge's Comments: “C.P. Morgan makes good use of feedback from stakeholders to continually improve the leadership function. It has great leadership demonstration. [It] started up the Charlotte location in 2005 and by the third quarter of 2005 had more than 600 home sales.”

C.P. Morgan
Best Practices: Leadership

With strong Midwestern work ethic, Indianapolis-based C.P. Morgan believes a company's values define the essence of an organization. Its vision? To provide more people with more home than they ever dreamed possible. To this end, C.P. Morgan leadership os formed on the foundation of functional competence and execution, with an eye to deliver more home at a value price to customers.

Close communications. C.P. Morgan uses an integrated structure around leadership which directly contributes to the company's ability to consistently meet goals. Each functional area of the company has an executive team member reporting directly to president Dan Horner. The executive team works closely to initiate action in each leader's area of responsibility involving people strategies, methods, standards, training and processes. The focus is then shifted to directors and manager who drive the team's execution.

Hands on. C.P. Morgan's highly visible method of leading means mid-level and executive management are frequently in the field. For example, company executives visit the company's new Charlotte, N.C. market on a weekly basis to coach and mentor field associates. Other support includes:

  • quarterly corporate meetings attended by all C.P. Morgan associates
  • monthly leadership training for city level directors and monthly meetings for city and corporate directors with the executive team
  • weekly meetings with president Horner, the executive team, directors and managers: managers report on weekly field inspections and develop weekly action items
  • rewarding success at the company including monthly “Mojo” awards which encourage associates to go beyond expectations and recognize synergy
  • through a partnership with Soderquist Center for Leadership, an annual “Team Synergy Month,” with activities focused on leadership in the form of team-building exercises and hands-on training

Support tools. Other C.P. Morgan initiatives also contribute to highly visible leadership. Ultimately, these tools and processes drive performance, helping the company fulfill its vision and mission:

  • Use of online “dashboard” technology used by the executive team and each department to track results against key measurements. These measures are reviewed monthly, weekly and sometimes daily
  • an Expectations Committee, a cross-functional group which assures every company process produces the desired result in customer satisfaction
  • Idea Pipeline to give a forum for any employee's idea for process improvement

Advertisement
leaderboard2 - default

Related Stories

Hamlet Homes' Mike Brodsky on Finding Successors and Letting Go

A transition that involved a national executive search, an employee buyout, and Builder 20 group mentorship to save the deal

Time-Machine Lessons

We ask custom builders: If you could redo your first house or revisit the first years of running your business, what would you do differently?

Back Story: Green Gables Opens Up Every Aspect of its Design/Build Process to Clients

"You never want to get to the next phase and realize somebody's not happy."

 

Advertisement
boombox1 -
Advertisement
native1 - default
halfpage2 -

More in Category

Delaware-based Schell Brothers, our 2023 Builder of the Year, brings a refreshing approach to delivering homes and measuring success with an overriding mission of happiness

NAHB Chairman's Message: In a challenging business environment for home builders, and with higher housing costs for families, the National Association of Home Builders is working to help home builders better meet the nation's housing needs

Sure there are challenges, but overall, Pro Builder's annual Housing Forecast Survey finds home builders are optimistic about the coming year

Advertisement
native2 - default
Advertisement
halfpage1 -

Create an account

By creating an account, you agree to Pro Builder's terms of service and privacy policy.


Daily Feed Newsletter

Get Pro Builder in your inbox

Each day, Pro Builder's editors assemble the latest breaking industry news, hottest trends, and most relevant research, delivered to your inbox.

Save the stories you care about

Lorem ipsum dolor sit amet lorem ipsum dolor sit amet lorem ipsum dolor sit amet.

The bookmark icon allows you to save any story to your account to read it later
Tap it once to save, and tap it again to unsave

It looks like you’re using an ad-blocker!

Pro Builder is an advertisting supported site and we noticed you have ad-blocking enabled in your browser. There are two ways you can keep reading:

Disable your ad-blocker
Disable now
Subscribe to Pro Builder
Subscribe
Already a member? Sign in
Become a Member

Subscribe to Pro Builder for unlimited access

Lorem ipsum dolor sit amet, consectetur adipisicing elit, sed do eiusmod tempor incididunt ut labore et dolore magna aliqua.