CASE STUDIES

SITUATION​ A global manufacturing company was faced with challenge of integrating many new players. Rapid growth through acquisition positioned the organization with facilities spread across the globe and serving different markets. Leadership also desired for the entire organization to shift from its historic operationally and internally focused way of doing things, to becoming more customer and

SITUATION​ A US subsidiary of a global electronics corporation is contending with a declining market for commoditized products and aggressive competition. In order to drive meaningful strategic change, the organization needed to transform its culture to be supportive of its strategy.  At the very top of the organization, senior leaders were not aligned on how

SITUATION​ A commercial construction company had achieved its recent growth largely through acquisition and, as a result had many new teams, each with different cultures and performance requirements. The organization needed to function as a single company, not as a collection of separate fiefdoms. The senior leadership team at the time was mostly new (including

SITUATION​ A Fortune 100 financial services organization was facing major pressure to meet the needs of its stakeholders. With increased workload but expenses required to stay flat, the group needed to optimize its resources and find new ways to operate. Several transformation activities were implemented to grow efficiency through new processes, systems, and resourcing strategies.