Strategic Direction: Case Studies

Business Challenge 1

Pursuing illusive double digit growth, a billion dollar organization needed to reexamine their strategy for viability and determine the barriers that stood in the way of execution.

Solution
Working with the Executive Committee, a strategy reconfirmation session was conducted. The organization’s value proposition was refined, slight changes were made regarding the percentage of organic vs. acquisition related growth, and an assessment was made of current vs. required organizational capabilities. Lack of alignment between organizational, business unit and individual goals was identified and a new goal alignment process was introduced to the organization.

Result
Personally sponsored by the CEO, the goal alignment process was adopted rapidly, aligning the activities of individuals with the achievement of overarching organizational objectives. On-going coaching of the CEO ensured accountability which led to full implementation of the initiative.

 

Business Challenge 2

An exclusive retailer of high end products sought to expand their presence from their regional niche market to a broader geographical area serving a larger customer base.

Solution
A strategic planning session with the Executive team was conducted. Customer demographics were analyzed, the value proposition was refined and an expansion plan developed. Key to the expansion was the maintenance of the family oriented culture which bred loyalty and longevity in employees. The culture was assessed using a variety of methods including observation, surveys, focus groups and interviews, to determine the attributes of the culture that led to success. An implementation plan was developed to replicate the culture during expansion.

Result
Six new retail locations were opened in several states over the following one year period. Metrics chosen to evaluate the success of the culture replication process were customer satisfaction and employee retention, both of which met or exceeded rates in the other locations.

 

Business Challenge 3

Coming together to form a strategic alliance, two Fortune 100 companies sought assistance in developing a framework to guide their working relationship, set mutual objectives and determine metrics to evaluate and track progress.

Solution
A strategic planning session involving key senior leaders from both organizations was conducted. The agreements made at the strategic planning session became the content for a three day workshop for the project team which was designed and delivered to orient all key players on the joint objectives, measurements, roles and responsibilities.

Result
A complete project plan was developed at the workshop, leading to clarity regarding accountability for all components of the project plan. Creativity and innovation abounded at the workshop producing revenue streams not previously identified. As a result of implementation, sales goals for the strategic alliance were exceeded within the first year.

 

Business Challenge 4

A Fortune 100 retail organization operating multiple brands in various regions, faced the challenge of increasing market share in one brand without cannibalizing sales from another within the region.

Solution
Guiding senior leaders through a market analysis, review of customer demographics and definition of customer value propositions brought about a clearer understanding of the potential opportunities and resulted in the development of a clearly differentiated dual brand strategy for the region.

Result
The organization gained an advantage by maintaining the combined buying power of both brands while implementing the dual brand strategy which led to attraction of desired customer segments by each brand, resulting in an overall increase in market share for both.

 

Business Challenge 5

Expansion of a US-based manufacturing organization into China proved more challenging that first thought and the company soon identified the need to enter into a joint venture with a Chinese organization to facilitate entry into the market.

Solution
Working with senior leadership, parameters for an effective working relationship were defined and developed taking into account cultural and organizational differences. Business outcomes and metrics to track progress were identified as well as a framework to guide business dealings.

Result
Expansion into a previously challenging region was expedited as a result of enhanced cultural understanding and effective relationships being built between leaders of the two organizations.

 

Business Challenge 6

Having programs and policies in place to ensure race and gender equity, a global manufacturing organization sought more than just EEO compliance. As part of a global organization, senior leadership understood the importance of capitalizing on all aspects of diversity and wanted to involve more than just employees.

Solution
After broadening the definition of diversity, a more comprehensive global diversity strategy was developed and implemented. This innovative strategy provided an opportunity to leverage talent inside the organization and out by uniquely involving suppliers, vendors, employees and community members. A balanced diversity scorecard was used to track and measure progress.

Result
The development and use of the balanced diversity scorecard highlighted for employees the organization’s focus and commitment to this highly visible issue. Quarterly tracking and annual reporting of metrics reflect an increase in all categories.