Kathryn Simpson

About Kathryn Simpson

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So far Kathryn Simpson has created 12 blog entries.

Hitting the inflection – a balanced way to grow?

Organisations can grow in many ways, organically or through joint ventures or acquisitions.  This can be a messy process as growth brings new challenges, as well as realizing the revenue and administrative cost savings that are rightly the focus of the growth.   One big challenge ensuring alignment to objectives across the organisation was covered in a recent post. Another [...]

By | 2017-10-09T11:30:15+00:00 October 3rd, 2017|Coaching Leaders, SME|0 Comments

Increased leadership alignment by focused action planning and measurement

Situation: Leadership team of sales and marketing organization had developed a vision and their strategic imperatives but needed support and focus to bring into life. They needed to change their ways of working from short term crisis management to longer term proactive planning and thinking. Each of the leaders had different strengths and capabilities to make this come to life. The organization wanted [...]

New planning process drives results

Situation: Within a 300 people R&D organization a vision had been set to increase R&D investment. No plans were in place to achieve this goal. Projects were being done that had no clear alignment. There was little integration with local and global planning processes.  Action: Set up and implemented a planning process consisting of developing strategies, ownership and engagement for leadership and management teams. Understood requirements [...]

By | 2017-10-09T11:46:53+00:00 May 28th, 2015|Case Study, Coaching Leaders|0 Comments

Focus on the customer through value proposition development and organizational realignment

Situation: A division of 200 people of a large pharmaceutical company was focused on increasing R&D investment by attracting Global business. Needed to move that balance to focus resources on both supporting local commercial business and delivering on Global goals. This required a significant shift in behaviour. Action: Selected external consultants to partner with. Managed interaction with consultants and acted as [...]

By | 2017-10-09T11:47:48+00:00 September 23rd, 2013|Case Study, Strategy Workshops|0 Comments

Process improvements in a large hospital

Situation: A large hospital wanted to develop a process improvement strategy, aimed at reducing waiting and treatment times and improving quality of care for patients. It had been agreed that all areas should participate in process improvement activities. Managers had not been trained in process improvement approaches or techniques. Action: Created an overall high level process map with senior managers [...]

By | 2017-10-09T11:48:13+00:00 August 27th, 2013|Case Study, Coaching Leaders|0 Comments

Creating business plans resulted in meeting investment goals

Situation: Post merger, the targets set for investment seemed unlikely to be met by an R&D organization. It was not clear what needed to be done in order to meet the target or what the appropriate target contribution for each department should be. The departmental leaders were scientists with strong scientific expertise. There was little understanding of each department by [...]

$1million reduction in waste – by focusing on measurable results

Situation: An organization’s culture was process heavy – focusing on how the end goal was reached rather than the goal itself. This had to change with a shifting business environment, the organization needed to be more agile. It was a difficult challenge as the leaders of the organization had been very successful by planning things out and monitoring milestones rather [...]

By | 2017-10-09T11:48:54+00:00 August 8th, 2013|Case Study, Designing Leaders Meetings|0 Comments

Nonprofit organization increases its membership by 10% after launching its new vision

Situation:  A not for profit industry association had developed a new vision for where it wanted to take the organization There was no plan of how this vision would be achieved Action: Assessed what had been done so existing work could be built on Worked with a cross section of board and members to develop the key issues, strategies and [...]

Manufacturer Ready to Implement Significant Change to Its Ways of Working

Situation: A Global manufacturer was replacing the way it documented production batches from a paper based to an electronic system Three Manufacturing sites across the world were selected to be pilots covering two different groups of products The project had developed as an “IT owned” initiative with changes to the ways of working not well defined or understood Action: Stakeholder maps of [...]

By | 2017-10-09T11:49:45+00:00 July 24th, 2013|Case Study, Coaching Leaders|0 Comments

Short Term Revenue and Profits Increase Through Setting a Long Term Direction

Situation: A local operating company of a larger Global corporation had been undergoing significant changes in their management team over the last five years. Day to day operations had been stabilized and structure had been put in place to support that with a new management team. A Global vision had been established. There was a desire to look ahead to the future [...]

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