A
multi-national corporation. . .
. . . had recently acquired
a company in an allied field. The acquiring company experienced difficulties in
merging the staff and culture of this new affiliate. We were brought in to evaluate
and recommend a solution to the problems. We studied the processes used and interviewed
the key staff involved in the planning and integration of staffs. Our consultants
uncovered conflict in the underlying assumptions in the business styles of the
two groups. We developed and recommended an organizational strategy that promoted
a collaborative and supportive system.
A
successful group of physicians. . .
.
. . wanted to expand their practice as well as reduce their workloads.
Each time they brought in new associates, theyfound fault with them. After evaluating
the management practices it became clear that the short-term goals conflicted
with the long-term goals of the partners. The practice of medicine differed between
the new and existing physicians, and the established partners didn't want to take
the time to mentor and shape the performances of their new associates. We reviewed
different possible scenarios with the executive team. Our consultants worked extensively
with the founding partner to develop a culture and practices that could realize
the company's vision. New associates are now part of the partner team and the
senior partners have been able to actualize their vision. BACK
TO TOP
A CEO brought us in as a
confidential advisor. . .
.
. . to help him 'brain storm' ideas of strategy and vision. After a
number of meetings several issues became clear. He wanted to develop a totally
new area of the business and phase out or scale down another primary area. Once
he was able to crystallize the vision, we worked with him to develop a strategy
to encourage his key employees to adopt and further shape the vision. We also
conducted retreats and workshops in which the executive team could share and hear
the views and reactions of the staff to the new ideas. The employees felt positively
about being included and were able to make adaptations to the change with almost
no turnover or an increase in productivity. BACK TO TOP
An
automobile production company. . .
. . . experienced
performance problems with a long-term manager in their company. They brought us
in to determine the source of the problem and recommend a solution. A newly incorporated
focus on feedback from consumers and distributors brought to light difficulties
the manager had experienced. We came in to assess the existing processes and evaluate
the staff. Our consultants gave management coaching to the manager, as well as
suggested the initiation of developmental plans to teach interpersonal skills.
Collaborative relationships were enhanced and increased productivity resulted. BACK
TO TOP
A software company wanted
to expand its staff. . .
. . . threefold within
six months. They started experiencing difficulties with some of the staff and
we were brought in for an evaluation and consultation. Our consultants worked
extensively with the CEO and the executive team in developing a vision and strategic
plan. We worked with the staff to develop a process for developmental action plans
and feedback for the key employees. We helped develop communication processes
to promote loyalty and creativity. We also assisted the review of various alternative
strategies for the new staffing their integration into the existing culture. Our
consultants partnered with the executive team to promote an environment and process
that would able to hire and retain creative staff. BACK TO TOP
A
high-net worth family consulted us. . .
. . . with their concerns about the wealth transfer to their adult
children. One of their children was drug-dependant and they did not want to disperse
the funds to any children who conducted their lives in such a manner. We helped
them develop a process to clarify and share their values associated with transfer
of money to the family. Multi-generations of the family became educated about
the responsibilities and expectations associated with their inheritance. BACK
TO TOP
An entertainment company
consulted with us. . .
. . .
because of problem among the executive team members. The tensions
had built up for several years between two primary leaders. Their difficulties
affected the emotional climate of headquarters office as well as permeating into
the staffs throughout the divisions of the company. We worked individually and
then together with the executive team to promote collaboration. The communication
process we developed with them helped promote a unified effort. Because of our
involvement, the company experienced increased growth and productivity. BACK
TO TOP
A large family business.
. .
. . . was in
crisis. The parents, who founded the company, had not developed a succession plan.
Our consultants worked with the patriarch to examine this values and underlying
assumptions for inclusion and rewarding family members in the business. We reviewed
various alternative scenarios with him so that the consequences on the family
members could be considered. After deliberation and discussion with key family
members family and work-family issues were brought to the surface. We partnered
with the family members in the business to bring in extended family into strategic
planning for the future and developed a process for continued collaboration and
communication. The entire family has accepted the vision and succession plan. BACK
TO TOP
A boutique law firm brought
us in. . .
. . . when they brought in a new, very
successful, partner. The original group of partners had worked together for years.
In order to promote the success and compatibility of the entire firm, we provided
executive coaching for the principles and their assistants. As a result, the fast
growth of the newest partner's area was not threatening to the original group,
but rather enhanced the client base and services for the entire firm. The senior
partners have developed a collaborative and highly relationship. BACK
TO TOP
One of the nation's largest
financial institutions hired us. . .
.
. . to develop a senior member of their staff for potential promotion
to president of the regional office. Though this individual has been a valued
member of their senior staff for over a decade, the CEO felt that the designated
individual needed additional leadership and management skills to fulfill the new
role. In addition to the leadership training conducted for the particular individual,
we helped him develop new strategies for his expanded divisions to successfully
carry out his new vision. Profit margins have never been higher, and employee
retention has reached highest
levels as well. BACK TO TOP
Two
large professional services corporations merged. . .
.
. . The successful integration of the smaller company was inhibited because of
the casual nature of the larger company (few written policies, as compared to
the informal code shared in a random manner with some employees). The key individual
of the smaller company was about ready to resign when we were consulted. Together
with the founding CEO, we developed a formalized training program (which included
written policies, job functions, and administrative procedures), communication
processes wherein the key players would be able to constructively discuss differences
and resolve issues, and a development and feedback process to monitor the success
of these procedures. The combined company has reported greater than ever earnings
and employee satisfaction than ever before. BACK TO TOP
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