Shaping Cultures

Reshaping an Organization for Competitive Advantage
Challenge:While a well-regarded company with several category-leading brands, this company had missed its top and/or bottom line for the past several quarters. Clearly, a change was needed in the company’s operations. Yet senior leaders were wary of a redesign process that would simply move boxes on an organizational chart. They were looking to send a signal that real change was required at every level of the organization, and to undergo a process that would dramatically impact both how people worked with one another and the results they could achieve.

Streamlining Operations Across Multiple Continents
Challenge: Affiliates within each country throughout Europe, the Middle East, and Africa (EMEA) had their own IT staff, structures, and systems. Streamlining these efforts would require an effort that spanned national cultures, organizational structures, geographic borders, and different ways of operating.

Creating a Self-Sustaining Global Operating Model
Challenge: Building a new global operating model with six historically discreet business units: creating platforms for collaboration; designing processes, roles, and systems to support new ways of working; and aligning their organizational cultures to sustain changes into the future.

Building a Development Culture
Challenge: Building a development culture across a fast-growing company which aimed to become a world-class organization.

Creating a Stronger Whole from Merging Parts
Challenge: Viewing the integration of two divisions not as an "either/or" choice, but as an opportunity to use the best of both worlds to create a new and exciting organization.