Case Studies

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 [...]

Implementing Lean Sigma – with results!

Situation Post reorganization of division of over 200 people new roles and interrelationships being defined.  Resources were tight, there had been a shift to focus on customer facing roles and reduce operations / infrastructure resource.  As a new director of a newly formed operations department was asked to introduce a new lean Sigma capability and to role model as a [...]

Improved planning process increasing accountability and focus

Situation: A 500-people organization had a complex planning process that used many tools. Reorganizations and changes had led to confusion about handoffs between different departments. Changes and initiatives never seemed to stick. Innovation and new ways of doing things were valued over follow through. Action: Assessed existing processes and tools. Interviewed and ran functional focus groups to identify strengths weaknesses [...]

By | 2017-10-03T11:52:26+00:00 May 17th, 2012|Case Study|0 Comments
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