R&D effectiveness, Global telecommunications company
The client needed to radically reduce R&D spending and at the same time increase the rate of innovation. The program focused on improving the innovation roadmaps for each product area, secure technological synergies between product areas, and make investment decisions more fact-based as well as efficient in terms of execution.
18 months into the program the client managed to cut R&D spending in half but maintain the same level of output in terms of flow of innovation and products.
Excellence in managing investments
and projects, CIO at global industrial company
The client was new in his position and, due to the overall financial performance of the company, pressed to quickly create control over the IT investments across the 5 global business areas.
The change program engaged all important leaders in order to create an integrated review and follow-up process of upcoming/ongoing projects. The process, including all necessary tools, was designed, accepted and in place after less than 4 months.
Performance program, Top-tier global management consulting firm
The focus of the performance program was to elevate consultants’ ability to create “client stickiness” as well as accelerate their personal and professional growth. The performance and development program engaged 45 consultants in individual coaching sessions and was rated 4.8 on a scale 1-5 by the client and the participants after completion.
Subsequent programs with the same scope but with more senior firm members have been rated 6.6 on a scale 1-7 year after year.
Corporate Executive Team, global industrial company
The client was a fairly new Executive team that had launched a new organizational model with more independent business divisions in order to enable each division to capture their business opportunities in a more efficient way and with less bureaucracy.
At the same time there was the balancing act of managing funds, synergies and priorities across the business divisions as well as for the company as a whole.
The Executive team decided that a viable way would be to put emphasis on building a common culture based on a set of concrete behaviors.
The purpose of the program was to educate the team members on the importance of behaviors, strengthen the team itself, as well as deliver on the purpose to start the journey toward a common culture across the company.
It took the executive team less than three months to agree on the desired behaviors, test them extensively as individuals as well as implement and discuss them in their respective team. The full implementation of the behaviors is now ongoing.
Client director, Investment Bank
Main client was Managing Director. Focus was on a client director who had been struggling and missed his commercial targets for the past two years. 6 months into the counseling program (4 months into the fiscal year), the client director met his annual targets. He is now regarded as the best performing client director at the firm.
Professional hockey player, SHL
The client played his first year in the highest league and had experienced an uneven performance in the beginning of the season, which made him move between the 4 different game line-ups. 3 months into the counseling program he has established himself as a player in the 1st and 2nd line-up in the games. Next step is to build a plan to reach NHL.