To ensure the organization was capable of implementing its strategic objectives, we partnered with senior leadership and engaged the full staff to create a realigned organization, including the redesign of functions, skills, processes, and culture.
We are partnering with the founders and co-presidents to re-imagine their roles, enabling them to perform their highest and greatest value work. Our work together is also serving to realign the organization’s core functions, given its current growth trajectory.
During our engagement, we provided formal coaching to the management team and designed and delivered a series of senior stakeholder retreats to promote board and staff engagement around the organization’s emerging strategic framework.
As change partners to the senior vice president and management team, we are providing strategic advice to co-design and implement a significant, multi-year organizational transformation agenda. Our work includes change management, executive coaching, multi-stakeholder facilitation, team strengthening, training, and physical space re-design.
We have been working closely with the senior leadership team to foster shared leadership by engaging in a year-long series of team "health checks" and co-designing and delivering a strategy review process.
We designed and led a series of transformation workshops aimed toward evolving AT&T’s HR ranks from transactional technicians into true consultants and partners within the business divisions they served.
We are partnering with BELL leaders at multiple levels to align the design of the organization—including talent plans—with its strategic aspirations, thereby enabling a transition to new functions, a new culture, and new ways of working.
We served as a strategic advisor and partner to the president in implementing a new student-centered strategy—including transformative elements of design, key roles and capabilities, and cabinet implementation.
We partnered with the artistic director/conductor and senior management team to build a common vision for the organization's future, which included a capital campaign initiative for a new performing arts center.
In partnership with the dean and faculty of the Human–Computer Interaction Institute, we designed and delivered an integrated accountability plan to guide the implementation of the department's strategic priorities.
Working with multi-disciplinary collaborative teams, we applied user-experience and process improvement methods to establish an exceptional, clinically focused patient care system based on family-centered principles that also allowed superior education and research to flourish and the responsible use of CHOP resources.
We collaborated with senior leadership to develop an organizational design that would help it achieve “sustainable growth with quality”; a strategy for network expansion; and differentiation in the nature and intensity of support and resources for network organizations.
To implement an aggressive and direction-changing strategy, we partnered to build operational capacity by identifying new areas of functionality and required competencies; aligned and reallocated talent to effectively fulfill new functions; and established cross-functional teams for tacking specific strategic objectives.
We partnered with senior HR leaders to transform EMC's talent management function by creating strong business processes; developing an IT system for agile talent information; enhancing performance management; creating a robust succession plan; and redefining both the role and capability of HR business partners.
We enabled a cross-organizational approach to address the talent and process implications of a more decentralized strategy, and supported the senior leadership team as it began working more collaboratively to make fact-based and transparent decisions.
We served as a thought partner to the organization as it launched an organization-wide effort to evaluate its current strategic direction, ensure broad stakeholder engagement, and chart the course for the future.
Supporting the Foundation Center's strategic transformation from a data publisher to a knowledge services organization, we focused on human-centered design, aligning HR systems and talent, organizational realignment, and one-on-one leader coaching.
As a member of the core team that supported GE's Work-Out change acceleration initiative focused on wide-scale core business process improvement, we partnered to engage front-line staff to design and implement solutions.
Led a department retreat to ensure team alignment around priorities and identifying the shifts in culture that were necessary for success—followed up with coaching to support ongoing implementation of new ideas that were generated.
Working with the CEO, HR vice president, and senior leaders worldwide, we designed and delivered a multi-year series of IBM branded ACT (Accelerating Change Together) sessions to solve complex problems quickly and increase the speed of execution.
We served as a thought partner to the executive director and his team as they navigated the complexities of aligning strategic priorities for a global membership organization, composed of both cocoa producing and cocoa consuming countries.
With a new CEO and an urgency to pivot the organization's strategic direction to sustain its future, we are working with the executive team to redesign functions, align its talent, and co-create a culture that adeptly leads complex change.
We are serving as a strategic advisor to a dynamic and entrepreneurial CEO who is engaging his team in new ways to better define the family-owned company's purpose, culture, values, and strategic imperatives for the next three years.
We served as a strategic advisor to a new CEO and to the leaders of the organization's nascent regions (Africa, Latin America, and Asia) as the organization transitioned from being US-centric to becoming a global NGO. The work was focused on strategy, branding, operations, board development, and fundraising.
To help Lantiq achieve competitive advantage in its market, we worked with leaders to optimize the R&D function's performance and level of innovation by establishing more reliable schedules and higher-quality products; reducing unplanned rework and heavy overloads; and freeing up more energy for early product innovation.
We are a long-time strategic advisor and partner to MSH's senior leadership team through multiple transformations. We are actively engaged in aligning the organization with its strategic direction in every facet of the business and every level of management.
We served as a partner at an important juncture in the organization's history. We established a foundation for the president and his senior team to increase their effectiveness and collective work together—providing real-time insights and ways to provoke critical dialogue and perspectives.
We partnered with the senior HR leader to understand the value proposition of the HR function and to define the overall talent strategy at a time when shifts were being made in both priorities and talent acquisition.
We worked with a cross-functional team to identify and scope issues that were having an impact on client satisfaction and operational efficiency, and applied process improvement methodology to solve them.
We performed a business and financial assessment to understand the foundation's competitive landscape, its value proposition, and the actual costs of its three business lines. We provided recommendations on building key processes and new pricing formulas.
We served as an expert lead for a CEO-sponsored initiative to implement strategy with senior leaders through a series of fifty process engineering business sessions and by training forty internal consultants to build internal capacity and sustain the realized benefits.
We served as a strategic partner over a number of years on several initiatives, including work to reorganize PBG’s selling structure to optimize sales resources, drive profitability, and improve customer satisfaction.
To enhance the student experience and break down departmental silos, we assembled and facilitated a cross-functional team within the university to design and implement a comprehensive vendor assessment, selection, and onboarding process.
To meet its ambitious growth objectives, we partnered to evolve the company from a functionally designed organization to one that now supports a user-focused product line business model. We also worked with Transoft to build an HR function that would support and sustain this business model transition.
In partnership with the founder and executive director, we engaged a broad group of internal and external stakeholders in a series of focus groups to map out multiple scenarios and created a blueprint to enable the organization's future direction.
We partnered with the Bank's president and chief of staff in a multi-year transformation engagement. We helped accelerate the alignment and implementation of the Bank's strategic priorities, including building a coalition of savvy mid-level leaders across various sectors.
We served as a strategic advisor to the senior HR team, which was tasked with bringing a very diverse and influential set of stakeholders together to map out an approach to refresh the organization's strategic direction.
We are deeply passionate about the B-Corp movement and how it is reshaping the way business is done in the world. We would love to partner with you to help shape a future we all know is possible.