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| ChangeWise consultants and coaches have decades of experience completing successful projects with companies based in the US, Canada, and Europe. A number of these projects, including the business results achieved, are described on this site for your review: For a brief summary of each client story, see below: How a Canadian oil company used the Breakthrough Strategy Process to catalyze a business turnaround The retail operation of one of Canada's major integrated oil and gas companies used the Breakthrough Strategy Process to help engineer a dramatic business turnaround. Then the top management group of the parent corporation used the process to rethink their long-term strategy. See story> How two oil companies used the Breakthrough Strategy Process to initiate a profitable joint venture A two-company team used our Breakthrough Strategy Process to discover and articulate the business case for a joint venture between a US and Canadian oil company, where all previous attempts to forge a viable, mutually beneficial JV strategy had failed. See story> Strategic alignment and culture change for a global chemicals company This firm faced surging global competition without adequate strategic alignment between owners, top management group, and regional managers. The project resulted in a shared vision and strategic alignment among these key groups, a much stronger leadership team, clearer top-level roles, increased trust, tremendous improvement in strategic decision-making and organizational problem-solving, and better communication within and across organizational levels. See story> Strategy implementation in a Fortune 100 company As part of its overall strategy for increasing shareholder value, this global high-tech corporate had to increase its annual software revenue by $80 million. This project achieved these objectives by developing stronger linkages between the software sales group and the company's industry-focused business units, forging stronger structural alignment on the revenue target within the marketing organization, and linking software development priorities with market needs for profitable products. See story> Breaking down barriers and speeding time to market in a financial software division The division was experiencing mounting complaints from its institutional customers, because new products were not being installed on time. The engagement led to a business turn-around. The management group, which had been fractionated, became a highly cohesive leadership team. The division developed a new organizational culture based on teamwork, communication, and mutual trust. Both morale and business performance improved significantly. Not only were new products now being installed on time, the quality and innovativeness of their products increased as well. See story> Integrating an R&D division for higher performance The new VP of R&D for a leading US specialty chemicals company inherited a division consisting of three fragmented groups, each with its own distinctive history and culture. Teamwork was lacking at all levels, including at R&D's interface with Manufacturing. As a result of this project, the division took a more proactive stance on long-term research, dramatically increased its level of internal collaboration, and developed a much higher level of teamwork with Manufacturing. See story> Redesign of product development process: Leading health plan As part of its strategy to differentiate itself through product customization, a recently-merged HMO used our Fast-Track Change Process to redesign its new product development process, reducing cycle time from 42 to 18 weeks while maintaining high quality and staff satisfaction. The whole project, from scoping to full implementation, was accomplished in record time. See story> Redesign of complaint resolution process: Leading health plan The Customer Service division of a leading health plan used our Fast-Track Change Process to complete in record time a crucial redesign of its multi-regional complaint resolution process, including installation of a new IT system. This project was critical in retaining a 3-year NCQA certification. See story> A shared vision for an expanding executive search firm A small, successful executive search firm decided to broaden its mission and evolve into a regional, "full services" human resource consulting firm. Using our Shared Vision Process, the firm in a common commitment to a new mission for the organization that was rooted in the personal and professional objectives of the firm's key players. This work provided the means for communicating the company's new direction to its investors, customers, and employees — and for putting the new mission immediately into action. See story> A shared vision for the customer service division of a newly merged HMO We assisted the new VP of Customer Service and his top management group in creating a vision for their new organization and developing into a stronger team. This project also included facilitation of a Customer Service task force that translated corporate values into the specific performance-related behaviors expected of front-line staff. We also worked with managers at all levels to practice the new leadership actions that were needed to encourage and reinforce the desired front-line behaviors. See story> A new flexible manufacturing unit within a major consumer and industrial products company When this company decided to establish a small "plant within a plant" as a way to adopt a new type of manufacturing technology, the leadership of the manufacturing division decided to use this opportunity to establish an innovative "high-involvement" work structure based on socio-technical work redesign principles. We assisted the new plant manager and his plant staff in creating a shared vision, developing into a real team, and establishing an innovative work structure, paving the way for the larger-scale work redesign projects that followed. See story> How boards have used the Breakthrough Strategy Process: Two examples We designed and facilitated a highly successful strategic off-site for the boards and senior managers of a leading health plan. Prior to the retreat, we worked with the CEO to write a "briefing book" on emerging industry dynamics. Results: A new consensus on changing industry trends and the new areas of strategic initiative the company needed to pursue. Participants said the meeting was unusually involving and productive. We also designed and facilitated a strategic planning retreat for the medical Board of a newly merged health plan. At this event, the Board was able to redefine its mission and decide upon a set of initiatives consistent with the new mission. See story> | ||
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