The following case descriptions provide details of key questions, issues and challenges that faced our clients. The level of the sponsoring client is indicated. Specific outcomes are provided where possible and when not in conflict with client confidentiality.
Public Broadcasting TV Station – CEO and Senior Management
How could the senior management of San Francisco’s Public Broadcasting television station expand its core viewing audience and subscription base? Would it be more successful if it produced its own programming? Could it syndicate the programming to other PBS stations and recover its costs? Outcome: The project determined the demographics of the company’s current and potential subscriber base. The proposed programming was tested against these demographics with positive results. Other PBS stations indicated a strong interest in the programming and after it was launched it ran for over five years.
Caribbean Country – Prime Minister and Cabinet
Could this small Caribbean country move away from its dependence on sugar as its sole "cash crop"? What economic development options, such as tourism, industrial production, and non-sugar agriculture, would support this diversification? How could the development options be funded? Outcome: A workable economic plan was developed that worked within existing financial and political constraints and covered all three options. More importantly, a solution was developed for the insolvent Social Security Scheme that would otherwise have forestalled critical loans from the World Bank and International Monetary Fund. The Prime Minister stated, "This is the first consultant that has really helped us!"
State Department of Transportation – Cabinet Secretary/Staff
How could the department responsible for highway planning, construction, and safety plan for the future of the automobile and transportation priorities? What role would technology play? Outcome: Planned the program and served as meeting coordinator and facilitator. Major output was a two-day "visioning" session which brought the Secretary, Executive Director, and the senior staff together to consider its options. Subjects included: future funding sources, highway infrastructure requirements, and advanced technology development. A summary of conclusions, recommendations, and action plans was prepared after the meeting.
University Graduate Program – Executive Director
Five years as an Associate Faculty member of the University of Southern California’s Center for Telecommunications Management, teaching the Advanced Management and Middle Management programs. Curriculum taught included: "Implementing Strategy in Telecommunications" and "Creating Telecommunications Alliances".
Opera Company – CEO and Board of Directors
How could Canada’s largest opera company expand its subscription and donor base so that it could increase the number and frequency of productions? Could it stabilize its base of funding to make the proposed new Opera House a reality? Which customer segments would be most valuable? Outcome: The project undertook extensive market research within the Greater Toronto Area, the existing opera company's subscriber base, and the corporate community. A financial model that permitted pricing, scheduling, and funding scenarios provided a flexible tool for management. The analysis indicated an untapped subscriber base of 80,000; a corporate donor potential of at least three times current revenues; and a detailed set of donor requirements that could be used to fashion marketing campaigns. In its first full year of implementation, corporate donations increased by 50%.
Canadian United Way – CEO and Board of Trustees
Could the United Way buck the trend of rapidly growing designations (money contributed but designated to non-United Way agencies) by offering greater value to its donors? What was required to create an effective Donor Relationship Management (DRM) program? What would the new systems, process, and training cost? Outcome: Despite designation levels throughout the United Way system that exceeded 25%, the adopted program enabled the United Way to reduce its designation levels from 19% to the present 14%. The DRM program identified specific donor segments and established guidelines for working with each of them. Recommendations were made to the Board to increase the expense ratio from 11% to 13.5% to pay for new systems and hiring. The Board approved the increase and the program has been pronounced a singular success.
Blue Cross/Blue Shield – CIO
How would the largest non-profit health provider in Missouri deal with rapidly growing needs for information technology? Could economies of scale be achieved by linking with similar organizations in adjacent states? How would a vendor be selected if the systems function was outsourced? Outcome: A two day management session was used to determine the nature and level of capacity needed within the information systems area. Following the development of a plan, discussions were supported which included negotiations with potential outsourcing partners and other healthcare affiliates. The IT foundation helped support the organization’s creation of a for-profit status subsidiary.
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.
