|
|
Changing Work CulturesxxxAchieving ProfitibilityxxxBuilding PartnershipsxxxManaging Growth
These stories demonstrate the value that the Change Alliance delivered to various clients and the business results that the client achieved.
CHANGING WORK CULTURES by Chris Houston
The leader of a large division of a major bank needed to change the work climate for improved performance. I designed and led a series of leadership conferences (30-300 people) over several years. This created a steady change in leadership behavior. Ultimately, the division led the bank in financial performance. The leader was promoted to the largest division.
CHANGING WORK CULTURES by Morrey Ewing
A recently hired President assesses the leaders in his lagging beverage business. Capable individually, they need a shared insight into how to renew their company's profit growth, a compelling strategy to get there, and a belief in their potential to be market leaders, not just followers. After many sessions of learning and planning, I work with them in setting out a roadmap to build revenue, reduce and redirect costs, and re-orient their culture. From quarter to quarter, they evolve into the leadership team that he imagined as they plot their next moves, execute with precision and steadily expand their strategic options. Increasingly, they become masters of their own fate.
CHANGING WORK CULTURES by Esther Ewing
"There is a lot of change going on across the hospital," said Jack, a director of finance of a teaching and research hospital. "Our finance managers need to be more effective in helping the rest of the hospital manage its resources in ways that increase the impact of every dollar." I worked with his finance staff to help them better serve their internal partners, to identify the key competencies that they needed to do this and to begin to measure and monitor their progress..
ACHIEVING PROFITIBILITY by Chris Houston
The CEO of a very chaotic e-business was losing lots of money and needed to lead the business towards profitability, quickly. Over two to three years, I provided leadership counsel to three successive leaders and developed management disciplines and functional organization through workshops, training, coaching and persistence. The result: The business has gone from losing over $100M/yr to nearly profitable by 3rd quarter '02.
BUILDING PARTNERSHIPS by Esther Ewing
A recently hired President assesses the leaders in his lagging beverage business. Capable individually, they need a shared insight into how to renew their company's profit growth, a compelling strategy to get there, and a belief in their potential to be market leaders, not just followers. After many sessions of learning and planning, I work with them in setting out a roadmap to build revenue, reduce and redirect costs, and re-orient their culture. From quarter to quarter, they evolve into the leadership team that he imagined as they plot their next moves, execute with precision and steadily expand their strategic options. Increasingly, they become masters of their own fate.
MANAGING GROWTH by Morrey Ewing
A large technology division of a major bank triples in three years, due to an explosion of demand for new solutions. Daily heroics and a drive to satisfy keep them (just) ahead of mushrooming expectations. In their hearts, the CIO and his team know this is unsustainable. New process methods can help, but a whole new way to organize will be vital. I help them to rethink how they can develop client relationships and to build an organization focused on serving those needs with strengthened client knowledge and enhanced professional disciplines. Clients endorse the new structure and the transition is smooth.
|
