Telecommunications Equipment Firm – VP, Channels
How could one of the world’s largest suppliers of communications equipment and technology manage the indirect channels that accounted for over 40% of sales? What new channels would match best with innovative products and services that were introduced? Could a new organization be created that permitted superior customer relationships and greater profitability? Outcome: The project analyzed the activities (across a "make-learn-buy-get-use" value chain) that were performed by the company and its host of current and potential channel partners. Exiting and new products/services were mapped against the appropriate channel "solutions" and specific partner companies were identified. Sales and distribution quotas were set for each channel segment and initial negotiations begun.

Family Investment Firm – Managing Partner
How could an Italian family venture business in North America rationalize its automotive aftermarket businesses and establish a strong strategic position? What areas, ranging from manufacture to importing to distribution, would provide the best fit with overall family objectives, risk profile, and corporate strengths? Outcome: The organization review helped resolve inefficiencies in purchasing and customer relationships. The consolidated $500 million business was able to recruit an experienced CEO.

Global Telco – VP, Global Sales
How did two competing telecommunications services firms merge their sales organizations? What additional elements were needed to provide a Global Account Management system of key customers? Could the two firms agree on common performance objectives and plan for their implementation? Outcome: During successive work sessions, teams of salespeople and their managers agreed to a new GAM program. They identified several key accounts where the approach was launched.

UK Technology Firm – Vice Chairman
Could a century-old U.K. company organized geographically around Country Managers successfully make the transition to Global Product Groups? What steps would be taken to minimize customer disruptions? How could managers be convinced to support the new organization design? Outcome: A detailed organization plan was developed and socialized with senior managers. Individual product groups and country organizations were facilitated through the process.

Farm Credit Banks – Board of Directors
How could the three-branch operations (Federal Land Bank, Bank for Cooperatives, and Federal Intermediate Credit Bank) of the largest regional agriculture financing operation in the United States be reorganized and made more efficient? What were the most essential job functions and how could compensation be used to drive performance? Outcome: The project established the different requirements of the three branches and prioritized jobs. A new organization design was proposed that was leaner and more efficient. The Board of Governors approved the final design and it was implemented.

State Legislature – Chief Administrative Officer
How could the largest legislative staff outside the United States Congress be compensated so as to guarantee the highest level of quality and dedication? Could adequate career paths be structured to retain the best and brightest? Would a new organization design support the overall efforts? Outcome: The project created a new organization design that cut across both Assembly and Senate staffs. A new job description was prepared for each different function and compensation was benchmarked against equivalent roles in private industry. The Chief Administrative Officer, the Speaker of the Assembly, and the President of the Senate all signed off on the program and it was implemented.

Employment Training Board – Board of Directors
How could one of California’s largest employee training agencies revamp its organization structure, staffing, and procedures and become more effective? Would the systems and processes in place be able to deal with significantly higher levels of spending? Outcome: The project developed four options for administering and organizing personnel with a summary of pros and cons for each option. A plan for implementing the recommended option was put forward. It was endorsed by the Board of Directors and put into operation.