Examples of
Large Private Sector Businesses

 

Large Business Highlights

Developed a comprehensive strategic planning model from assessment to action plans and utilized it to facilitate the development of strategic plans for organizations in all sectors of all sizes.

Consulted to a product design plant with an initial slip rate (behind on-time delivery) of 100–150%. The plant had a cross-functional group but no leadership team, and no credibility with either marketing or top management. During a three-year period we developed a plant leadership team, highly functioning cross-functional product teams, a strategic plan, and significantly improved the relationship with the marketing division. The leadership team learned and utilized numerous models to improve decision-making, problem solving, communication, and conflict management. Onsite engineers developed a project management model that when implemented addressed significant coordination and scheduling issues. By the end of this consultation, the plant manager reported the slip rate dropped to a rate of –5 to 5%. In addition, this plant when benchmarked against like organizations was rated “best in class.”

Designed and delivered an in-house experientially-based training program to develop an internal organization development capacity for a major insurance company. Participants utilized real client situations in each learning module. The result was a shift from an expert model of advice giving and treating symptoms, to a consultative action research model in which departments, groups, and teams develop their capacity to address issues, solve problems, and increase accountability.

Designed and delivered a series of large-group two-day participant driven conferences across Canada which culminated in a vision and plan of action, supported by top leadership, for facilitating the merger of two international banks at the management level. We used the same process to redesign the human resources function for the second largest bank in Canada, to develop a strategic plan for the Global Private Banking Division of an international trust company, and to address the issues of merging cultures.

Conducted an international assessment of the marketing division of a multi-million dollar health care products company. The President, Senior Director of Marketing, and the Steering Committee viewed the feedback and final report as the turn-around opportunity for the company as a whole.

Designed, facilitated, and coordinated the management development program for a multi-billion dollar manufacturing company.

Facilitated the development of a mission and structure for the engineering division of a multi-billion dollar chemical manufacturing company. Provided ongoing process consultation and coaching to the various engineering groups in this organization. Designed and facilitated a large-group intervention to support a new initiative in process development.

Introduced organization development to a research, design, and manufacturing medical device company. This project included work with departments of Research and Development, all Operations Departments, Manufacturing, and several adjacent departments, as well as long-term work with the COO and the Operations Senior Staff, and the CEO and his Senior Staff. The focus of the work was creating the infrastructure, skills, and plans to successfully transition from a small company to a large one, and to move from a challenged second place to first place in market share in their chosen markets. Through the 4-year consultation, employees of the organization reported a substantial change in the focus and attitude of leadership. The top team shifted their energies from micro-management to setting priorities, planning for the future and improving their processes. Roles and responsibilities were clarified, an inclusive management model was designed and implemented, and a management development program was started. Individual service departments redesigned their work to better integrate with product teams. Strategic planning and project management were incorporated into daily work in operations. By the conclusion of the consultation, the organization had introduced multiple new products, doubled in size, and was actively capturing market share.