Leading Through Courage, Trust, Transparency, and Engagement
While CMNH was hitting its goals, leaders thought there was room for improvement. In order to improve efficiency, what they needed was a complete redesign of their operating model for true business transformation.
Bringing Strategy to Life
After developing a strategy with OTM, our client needed a way to implement their strategy to enhance awareness and produce real change amongst everyone within the organization.
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 was given five years to turn the business around.
Don’t manage change, get ready for it
Errors and losses of siloed groups and fragmented business processes created a workforce disconnected from the business strategy, along with dissatisfied customers.
Widening the Gap Between the Competition
Nestle UK&I was achieving 99.5% service levels but industry consolidation meant competitors had the opportunity to leap-frog Nestle’s advantage.
Complexity vs Complication
BAE Air Systems had a complicated and expensive operating model. This created lack of clarity around roles and responsibilities, unbalanced resourcing, and a failure to meet the targets.
Creating New Opportunity and Market Responsiveness
A result of the re-design of the Law School Admission Council (LSAC), a not-for-profit organization devoted to promoting quality, access, and equity in law and education. Find out how OTM helped re-design their enterprise to better fit a changing environment in this business transformation case study.
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. This created inefficiency, duplication, and confusion in communicating with national health authorities, which ultimately led to a lack of trust in the function.
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.