Scenarios

Assessment Scenario

Problem: Telephone equipment and managed services provider could not meet customer commitments.

Solution: Offsite strategy session surfaced serious, unknown, conflicts in the field. Strategic Action Plan outlined initiatives including process redesign, customer engagement, and transition management. Results included significant expense reduction and over a double increase in customer satisfaction.

Assessment Scenario

Problem: A multinational company acquired a smaller company. For particular segments of the business, the sales force, equipment supply, and customer service appeared to be redundant between the two companies.

Solution: A business systems assessment was conducted. The assessment recommended a series of initiatives including some synergies between the two organizations. Based on the assessment, several organizations were combined which resulted in significant cost reductions and increased customer satisfaction

Assessment Scenario

Problem: A large retail company wanted to migrate all of its sales terminals from local servers to Internet connections. Because of the large number of retail outlets, the CEO was worried about the resistance of store associates to making the change.

Solution: A change readiness assessment was conducted that detailed the enablers and inhibitors to introducing the new program. The executive team was able to focus on removing barriers to change and introduce the new program on an aggressive schedule with minimum resistance.

Build Capability Scenario

Problem: A large IT organization was in trouble. It could not meet committed schedules, the quality of deliverables was low, and project costs were way over budget.

Solution: A software development lifecycle was defined collaboratively with representation from each of the functional areas in IT. The rollout of the SDLC was accompanied by training and consulting. After the SDLC was implemented, IT projects were delivered on time, within budget, and within customer quality specifications.

Build Capability Scenario

Problem: Company acquisition was done based on compelling financial business case. The two company cultures clashed and threatened the timetable to show business results.

Solution: Starting with executive management and moving into individual departments, collaborative teams were formed to plan, coordinate, and implement the transformation of the two organizations into one. The program included over 2,000 people and the transition was considered a huge success.

Communication Scenario

Problem: The telecommunications company was introducing new systems to automate the "turn up" of new service. Because of the large expense associated with the systems, executive management wanted to understand the impact of the new systems

Solution: A metrics inventory was conducted. It demonstrated that existing data could be reported in a different way and give a clear productivity picture of before and after a system was installed. Using the new metrics reports, the next system update indicated no change in productivity. It turned out that the system users were bypassing the system because it lacked a critical feature. The feature was immediately added. However, if the metrics reporting had not been in place, it may have taken weeks to discover that the new system was not being used.

Communication Scenario

Problem: Morale was at all time low. The CIO brought in outside expertise to define and implement a transformation effort for his 1500 person organization. Four major initiatives were kicked off to implement the transformation. However, each initiative was a complex program with resources and timelines. It appeared to be an impossible task to manage the operations of the organization and devote the required focus to the transformation.

Solution: A fifth initiative was started that defined and built a Program Management Office (PMO). The PMO provided timely data gathering and reporting for the CIO. It was staffed by a few dedicated resources and included part-time representation from the major functions in the organization. It aided the CIO in understanding status as well as providing data for key decisions.