For 4 years, and after engaging 6 different consultants our client had been unsuccessful in implementing a widespread organizational change to improve customer and employee satisfaction. We were engaged to coax this effort across the finish line. After understanding where this change effort “stuck,” we were able to design and facilitate successful completion of the organization-wide redesign. The work involved developing a new organizational structure agreeable to both leaders and staff, establishing new roles and responsibilities to reflect a new culture, and implementing the staffing, team development, evaluation, and rewards processes to execute the new organization design. We developed the client’s internal capacity to manage change. And they were able to implement effectively.

To read more about this client success click here A Prestigious Library BreaksThrough a Longstanding Stalemate

Our client had four business units and seven individual functions that were accustomed to planning independently, making it difficult to take an integrated approach to the marketplace and drive functional improvements across the entire company. We created and facilitated a process that developed an integrated company business plan for all business units and functions and improved the process annually. The process created a forum for leaders to agree on strategic imperatives and to drive improvements in the business – profitability and employee involvement improved.

A recently appointed Senior Vice President contacted us to jumpstart her leadership team. This team was responsible for leading a newly formed $3 billion chemicals division composed of multiple businesses with different structures and cultures. We designed and facilitated a process that resulted in a common purpose, clear roles and responsibilities, and shared commitments to each other.

In less than one year this new team created deep ownership, alignment, and creativity in their employees. The result was a dramatic business turnaround that included a 500 percent increase in profitability, a six percent increase in asset reliability, and an eight percent increase in asset utilization.

When a good leadership team breaks out of its rut, remarkable results happen. Our client, the new president of a $750 million division of a Fortune 50 Petrochemical Manufacturer, was concerned his leadership team was not ready for the magnitude of change needed to move the company from treading water to aggressive growth.

We worked with the president to develop and facilitate a process which engaged the senior team in assessing their current strategy. By unlocking their wisdom, they came to their own conclusion about the case for change. They then developed a new vision, values, and strategy.

To arrive at a strategic plan, we further helped them assess the required organizational capabilities and formulate an aggressive action plan to realign the organization – all accomplished within 300 days.

To move quickly and effectively to implementation, we designed and facilitated a meeting that enrolled the top 120 managers in the new plan and engaged them to develop detailed functional and location plans to execute the change.

Read a more detailed description of this client success Motivated And Mobilized In 300 Days