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Case Study: Responding to a major change in market conditions

Challenge: A new chairman/CEO of a mid-sized, high-tech company had identified aggressive growth targets despite a major downturn in their traditional market. In order to succeed, three division presidents accustomed to operating independently were going to have to work together as a team to develop a new response to conditions.

Solution: Pam designed and led a strategic thinking and planning retreat to help the newly forming executive team create a shared vision and mission, and gain commitment to taking specific actions.

Results: The CEO reported that the company's consistent achievement of its growth targets over subsequent years could be traced to forming a shared vision and mission, and to the decisions and commitments that were made at the retreat.

Case Study: Launching a business culture transformation

Challenge: The new CEO of a mid-sized services company was launching a business culture transformation to prepare for rapid growth. The desired culture was one where both managers and employees assumed greater leadership for themselves and others, and were communicating effectively within and across departments.

Solution: A process that promoted interaction within and between departments, and provided executives, managers and employees throughout the organization with a common framework for addressing key department and business issues. The process was also designed to probe for hidden information regarding problems and concerns underlying unexplained productivity issues.

Results: Feedback indicated that the process did increase communication among and across departments. Executives also gained critical information about the existing business culture that enabled them to take new actions designed to accelerate progress toward their desired business culture.

Case Study: Integrating Merged Divisions

Challenge: A large manufacturing company merging three separate divisions into one organization, needed assistance integrating their diverse structures. The executive team wanted to achieve greater operational consistency and improve organizational performance.

Solution: A process to lay the foundation for the new divisional infrastructure. The process included uncovering hidden information about the informal business culture underlying conflicts among the merging divisions.

Results: The company continued to use the process as a way of achieving consistency of operations and improving organizational performance. Also, uncovering the sources of hidden roadblocks underlying conflicts in the blended division, executives took steps to effectively address the issues.

Case Study: Transitioning business models

Challenge: The CEO of a high growth physical therapy center and athletic performance institute needed to sharpen his focus as he was transitioning business models, relocating operations to a state-of-the-art facility, doubling staff, and introducing new services.

Solution: Pam personally coached the CEO on clarifying his business vision, mission, objectives, values, and strategy so he could better prioritize goals and increase his leadership effectiveness.

Results: Based upon greater clarity and focus, operations were minimally disrupted during the relocation and transformation. This contributed to the business realizing a 300% increase in gross profits for the year.