Organization Design & Business Transformation Case Studies Organization Design & Business Transformation Case Studies
COLLABORATIVE BUSINESS TRANSFORMATION

CASE STUDIES

Highlights from our body of work.

Case Studies

We are proud of our 25+ year legacy of achieving successful business transformations through our proprietary methodologies and our passionate focus on collaboration. Although no two organizations are exactly alike, reviewing highlights from our body of work is a great place to start.

Nestlé UK&I Supply Chain

Widening the Gap Between the Competition

Nestle UK&I were achieving 99.5% service levels but industry consolidation meant competitors had the opportunity to leap-frog Nestle’s advantage.

CSL Behring Global Regulatory Affairs

From Local
to Global

The Regulatory Affairs Team spanned six countries, each having its own structure and ways of working with no commonality of approach leading to inefficiency, duplication, confusion in communicating with national health authorities, and ultimately a lack of trust in the function.

Parcel Force

Developing Internal Org Design Capability

In a competitive market, with many large operators, PFW had consistently lost money for over 15 years. The executive team were given five years to turn the business around.

American Express Travel Financial Capture Group

Don’t manage change, get ready for it

Silo'd groups and fragmented business processes creating errors and losses was creating a workforce disconnected from the business strategy and dissatisfied customers. Employees were also weary from various ongoing reengineering, outsourcing, and resource shortages.

BAE Air Systems

Complexity vs
Complication

BAE Air Systems had a complicated and expensive operating model with lack of clarity around roles and responsibilities, failure to meet targets and unbalanced resourcing.

City of Phoenix Human Services Department

Moving beyond another meaningless meeting

Lack of understanding, alignment and staff commitment to a strategic direction left this department operating in silos with little cross-divisional coordination or communication. The organizational culture needed to embrace a common direction and an effective system for planning and execution.

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