Leading Through Courage, Trust, Transparency, and Engagement
While CMNH was hitting its goals, leaders thought there was room for improvement. What they needed was a complete redesign of their operating model in order to promote efficiency.
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
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.
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 with lack of clarity around roles and responsibilities, failure to meet targets and unbalanced resourcing.
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.
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.
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.