Challenge: A leading multinational healthcare company had highly aggressive plans for expanding its business in a new global market ten-fold in 7 years. The global head turned to us because he was deeply concerned that despite his leadership team’s outward agreement on vision, mission, and strategy to launch multiple products in this new geographical market,Read More
Challenge: The new Chairman & CEO of a successful mid-market electronics manufacturing company was at a turning point. The company had established aggressive growth targets despite a major downturn in their traditional market. In order to succeed he needed three division presidents accustomed to operating independently to significantly alter their working style. These executives, accustomedRead More
Challenge: The president of a division of a large manufacturing company needed a quick resolution to integration. They had merged three other divisions into one organization to create economy of scale with increased efficiency. However, the structure of new business unit was a convoluted hodge-podge of un-integrated legacy positions. The uncertainty, inefficiency and conflict causedRead More
Challenge: The new CEO of a highly successful mid-market services company was facing a dilemma. He needed to dramatically increase momentum of scaling for aggressive growth. To accomplish this, he envisioned transforming the company’s culture from one with many hierarchical silos to one where executives, managers and employees were more collaborative, innovative and productive. However, all wasRead More
Challenge: Senior executives of a large manufacturing company needed to accelerate revenue growth and increase profitability of their go-to-market operations. They needed to increase the speed to market. The processes they used to develop and test new products were too slow and not accurate enough, resulting in too many situations where redesign and re-testing was needed. They identified a strong need to reduce time and expense of product development and accelerate launch schedules, but were not satisfied with the current rate of progress
Challenge: The CEO of a high growth services company needed to increase his strategic focus as he was transitioning business models, relocating operations to a state-of-the-art facility, doubling staff, and introducing new services. He was experiencing a challenge in juggling priorities and was aware that delays in his decisions was costing money and making it hardRead More
Case Study Challenge: A major consumer products company was experiencing inconsistent success among different strategic partners engaged in new research and development. They needed to increase the strength and value of these business-critical relationships to speed their innovation development, focus resources more effectively, and increase profitability.