Partial Client List ATT Dow Chemical Monsanto North American Rockwell Pacific Telephone Phillips Petroleum System Development Corp. Align Technology TRW Emerson Electric (St. Louis) Xerox NASA Continental Airlines Novell National Semiconductor David Takamoto Architectural Radius, Inc Lucent Technologies Adobe Systems Octel Communications Tandem Computers Laserscope New Focus, Inc NexGensi, Inc Frame Technology Elexxi Computers Ungarman-Bass Intertec Diversified Systems BEA Systems Wheel Works Power Brake Supply Custom Information Searches Manpower Associates Telos Consulting Sample of Client Projects: These are divided into three sections as follows: 1.) Organizational Level, 2.) Mergers and Acquisitions, and 3.) Operational Management Level. 1. Organizational Level Confused Strategy A major international airline was confused with rapid changes in the business and with technology they feared might reduce air travel in the business sector. Participating in a "vision audit" and an environmental scanning process using computer-generated scenarios, they determined several possible futures, then effectively set their strategy. Understanding Corporate Culture and Growth Opportunities A new CEO was hired into a large pulp and paper company from another industry. He needed to learn quickly about the strategic variables affecting the company's business and the strengths and weaknesses of his key executives. Two meetings at a vision retreat with his top 25 executives allowed him to quickly understand the new corporate culture and the most attractive growth opportunities available to the company, so he could "hit the ground running." Developing the Executive Team When a number of star-quality executives left a small high tech firm during the “dot com boom,” the CEO was unable to replace them with experienced managers. He promoted junior level managers to his executive team. However, he quickly realized the new executive team was not performing to his satisfaction. Utilizing the Alignment, Integration and Accountability model the group was led through a process of securing agreement to corporate goals, what was needed regarding organizational level design (architecture) to support them, and how they would both integrate their functions and develop accountability. They implemented the above system, reducing slippage in delivery and quality, increasing accountability across all functions, to the satisfaction of the CEO. 2. Mergers and Acquisitions Acquiring Two New Companies A Fortune 500 company acquired two relatively small companies to forward their software development efforts. Within two months the three groups (one from the parent company) were in breakdown, unable to deal with each other’s expectations and processes. The groups were brought together to “clear the air”, develop working relationships, implement new mechanisms for collaborating and coordination of action, co-develop and commit to a set of operating guidelines, learn key principles of successful virtual working relationships and determine a system for handling the inevitable breakdowns that occur on any project. The groups reported immediate increase in morale, realized they could make the project work and understood that they needed to commit to new practices. The project was rated a success by management. Being Acquired A small software firm was acquired by a large corporation. Their only product was in direct competition with the parent firm’s product. Top management of the parent company was ignoring organizational problems brought on by the merger and voiced by the acquired company’s CEO. This led to a morale problem, problems with delivery and the threat of key people leaving. Working with the Executive Team of the acquired company, led to a diagnosis of problems, solutions and an implementation plan that began to energize them. The team realized that their attitude about having been acquired by a large corporation, had been covering up many of the delivery problems that existed prior to the merger. They began to address merger issues along with their own process problems. Maintaining their “small company” environment and producing their software in an exemplary fashion brought them great satisfaction. Acquiring A Fortune 1000 company was anticipating the purchase of two smaller companies. They wanted to know the pitfalls of the acquisition process. Managers attended several meetings during which their concerns were voiced and they learned the pitfalls and how to plan for them. They determined the process they would follow, selected an energetic manager to lead the process and also determined how they would deal with the ongoing concerns, conflict and the cultural accommodation process. The acquisitions went smoothly and they are continuing to work well together. 3. Operational Management Projects Teams and Member Accountability A manager complained that team members made promises to each other and to him, then failed to deliver. With our support he began to use our "Committed Communication" TM process and co-developed with the team a set of operating guidelines which all agreed to follow. Accountability jumped dramatically, as did energy and morale. One team member who failed to adhere to the group-determined guidelines was replaced. Coherent Management Promoting top technical people was leading to a management breakdown as the junior managers did not know how to produce through the efforts of others in the context of a coherent management system. They did not possess the skills required to coordinate actions and keep critical projects on target.. Instituting our Mastering Management Conversations program (foundation skills) along with the Effective Manager series (core competencies of management) led to a dramatic increase in overall management competence. Technical people who had threatened to leave because of poor management practices reported positive differences. Most stayed. The Marketing and Development Conflict A serious breakdown in cooperation in a large software development company between marketing and development led to a total cessation of communication. In a facilitated session, both groups had requested, they vented their frustration with each other for several hours, then realized they actually wanted the same results. Also, it dawned on them that they worked for the same company and that it would be a lot better if they treated other companies as the enemy, not their own functional groups. With follow-up coaching, they made great gains in their ability to get needed support from each other. Dysfunctional Department A VP took over a poorly functioning engineering department in a newly acquired company. The consultants supported him developing strategic goals, dealing with corporate culture differences, and handling individual and team issues. Over a 16 month period, he was able to transform engineering into a model department, which other departments then emulated. Distributed Development of Products/Acquisitions A company grew by acquisition, increasing the number of geographically distributed R&D sites to five. In addition, all five sites had different cultures. Working on a critical project became a "nightmare", in the words of the project director. Spending time developing relationships, understanding each other's culture, clarifying expectations and establishing ground rules led to a dramatic increase in their ability to collaborate. The project was completed on time, within budget with high quality. The project group is now refining distributed development techniques for their present project. Executive Style Issue A bright, young executive was alienating his team, other team members and peers. Through a process of interviewing, standardized assessments and coaching, the executive came to grips with his style issues making dramatic, positive changes. HR as Business Partners The VP of HR determined his people needed to become more adept at "internal consulting" so that line managers would view them as business partners. A three month intensive program provided the principles, processes and structure that allowed HR people to successfully coach managers. Managers expressed gratitude for the help they had received from the HR representatives. Read our in-depth Success Stories >>> <<< Return to top >>>
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