International Sales Force is poised to resist new targets, metrics in favor of ‘old way’ of working.
Over 80 independent operating companies run incompatible systems and redundant processes.
This international NGO is at peak growth-rates, doubling in size ever year, and its number one business issue is to maintain the focus and commitment of employees.
Reinventing its business model to respond to market demands and competitive pressure, this science-based company needed to craft the messages that would get results internally and externally.
HP/FedEx
When the CEO of the world's largest supply chain meets with the CEO of the world's largest logistics company, the 90–minute conversation has to stay focused, be engaging, and yield results.
HP/Citigroup
An account team that has 100+ million dollars worth of 'project' work at a major financial services company needs to show how individual projects add up to solve their client's most pressing business issues.
Hallmark
One year into a four–year business transformation program, program and company leadership needs a tool to summarize and communicate business goals and expectations to all layers of management, employees, and stakeholders.
Mercury
After acquiring a small software business with a mission–critical application, this international company is unable to convince its sales force and partners to sell differently, while new and old customers are clamoring for the application.
A&W
Embarking on a make–or–break reinvention program, this franchised business needs tools to present its business case and goals personally to every layer of management, employee and stakeholder.
Wells Fargo
Reinventing and agreeing on a process to allocate centralized computing 'capacity' across multiple operating companies requires participation, agreement, and communication between business leaders and technological experts.
Cisco (Venkat)
Unraveling the complexity of sales crediting and awarding the right sales personnel can incent desired behavior if done right, and can alienate the customer–facing arm of the business if done wrong.
Hoopp
At a historic crossroads, this 50–year old pension–management company needed to set a business context for a bold future vision. Presenting the company's history as a series of strategic moves in response to market and regulatory pressures defined the context in which the CEO launched his new vision for expansion.
Real Networks
Riding the high-tech wave, this international software company has maintained its vitality by anticipating and responding to the supercharged speed of change in consumer and business technology.