| Finance: Fueling Rapid Growth Through Process |
| Challenge: |
Financial service firm achieving outstanding market results and wanted to
capture what they were doing and build scalability. |
| Action: |
Worked with senior executives to establish
standards to systemize growth for new employees. |
| Result: |
Firm grew from 80 to 1,000 employees
over 3 year period. |
| |
| Real Estate Development: Executive Focus |
| Challenge: |
The CEO determined that to move to the
next level senior executives had to function more as
leaders, not as doers. |
| Action: |
Team focused on customer centric leadership
principles and developed plans for their business units as well as identification of synergistic opportunities. |
| Result: |
Executives implemented plans successfully
working as a unified executive team, resulting in a
revenue spike from $500 million (where it had stabilized)
to over $1 billion within three years. |
| |
| Telecommunications:
Unifying the Service Message |
| Challenge: |
A multi-billion telecommunications company
wanted to merge with another major organization, but
found state regulators blocking the merger because
of poor customer service. |
| Action: |
Worked with CEO and senior executives
on message of customer service and unity of purpose. |
| Result: |
Service improved and shortly after,
merger was approved. |
| |
| Retail:
Codifying the Customer Experience |
| Challenge: |
A world famous cosmetics company saw
growing competitive pressures and wanted to differentiate
themselves more in the market place. |
| Action: |
Facilitated process to develop a unique
client experience at the counter. |
| Result: |
Trained executives, delivered train
the trainer to roll out through the organization globally.
Company reinforced their brand and stock price increased
significantly over the next few years. |
| |
| Accounting:
Client Centered Structuring |
| Challenge: |
Firm wanted to differentiate itself
and serve clients better in highly competitive market. |
| Action: |
Established new client centric niches
and inter-niche processes. Established niche leaders
and developed business plans for niche leaders and
their teams. Trained niche leaders in sales and marketing. |
| Result: |
Growth from $20 million in revenue to
over $100 million in revenue. |
| |
| Financial
Services: Successful Transition Through Vision |
| Challenge: |
The COO of a significant financial service
organization left. Because of his popularity and influence,
many customers, executives and managerial staff planned
to defect. |
| Action: |
Developed an inclusive vision and strategic
plan which involved many people. |
| Result: |
Based on shared understanding of an
exciting future and value to clients, not one key executive
left voluntarily nor did one key client. |
| |
| Publishing:
Growth Through Client Centric Model |
| Challenge: |
A leading business publication was experiencing
flat growth for several years. |
| Action: |
Developed niche structure based on client
needs and established group incentive plan. |
| Result: |
Revenue increased over 34% the first
year.
|
| |
| Insurance:
Jumpstarting Higher Growth Through Teamwork and Fun |
| Challenge: |
An insurance company division was experiencing12 – 15%
annual growth for many years and was seeking to jumpstart
a higher level of growth. |
| Action: |
Established team structure with a focus
on making work more “fun” – utilizing
a “fun index”. Also established new performance
levels, incentives, enhanced communication and new
team processes. |
| Result: |
The first year growth was at 22% and
continued over 20% annually for several years. |
| |
| Investment
Bank: New Department to Grow Assets in House |
| Challenge: |
Major investment house wanted to increase
assets from high net worth clients and families. |
| Action: |
Established Private Client Department,
and developed business development and sales training
program, working with client for a seven year period
including the development of 200 business plans. |
| Result: |
Department grew from 10 to over 200
associates, with asset growth of several billion dollars. |
| |
| Landscape
Development: Vision From Entrepreneurial Company to
Corporation |
| Challenge: |
Local tree, lawn and shrub company wanted
to build a scalable growth model. |
| Action: |
Developed shared vision and specific
growth goals and plans. |
| Result: |
Achieved and surpassed vision and is
now the largest tree, lawn and shrub company on the
East Coast. |
| |
| Architecture
Firm: Shared Vision Drives Teamwork and Growth |
| Challenge: |
An architecture firm recognized that
divisions were functioning as operational silos. |
| Action: |
Developed a shared vision and set horizontal
plans so that divisions could share resources and best
practices. Engaged all members of firm in developing
new plans to grow business. |
| Result: |
Teamwork model emerged and employee
satisfaction grew significantly and revenue that year
increased 50% from $20 million to $30 million. |
| |
