Case Histories

                                                                                                                                                    

 

 

 

 

 

 

 

 

 

 

 

 

 

Breakthrough Initiatives and Transformational Turnarounds 

 

1. Multi-Corporate Level

  • Led the Upstream segment (1/2 of company) external consulting team in a synergistic, pioneering, very successful "Breakthrough Merger" of Exxon Canada and Texaco Canada. (2 of 3 mergers are unsuccessful). Provided coaching to leadership team, synergy teams and merger coaches in developing a common purpose, vision, beliefs, values, principles, goals and strategies, reconciling different points of view, effective meetings, meaningful work and organization design. The vision created by all stakeholders was realized, with no layoffs and meaningful jobs for all.

 

2. Corporate Level

  • At Crown Zellerbach, a Fortune 100 Forest Products company, initiated, managed and acted as lead internal change agent in one of the most comprehensive and successful corporate transformational turnarounds ever undertaken. As a result of this effort, CZ went from the bottom of its industry to the top in less than two years. Provided research, advocate, and coaching support on visioning, problem-solving, strategic planning, leadership, union relations, large-scale event design, etc.

  • Led team of 15 consultants working with key segment of Pacific Bell as part of its transformation after AT&T breakup. Company went from last to first in its industry as a result of this transformation. Provided coaching in developing a common purpose, vision, beliefs, values, principles, goals and strategies, leadership and internal coach development, reconciling different points of view, effective meetings, meaningful work, organization design.

 

3.  Business Unit Level

  • Was lead consultant in intervention that enabled a Gulf Canada Resources Business Unit double its profit contribution from $50 to $100 million, by using visioning & breakthrough thinking technology, resulting in technical, financial, value chain and trading innovations. Provided coaching in developing a common purpose, vision, beliefs, values, principles, goals and strategies, reconciling different points of view, developing leaders and internal coaches, effective meetings, meaningful work, organization design. 

  • Provided external coaching and change architect support to internal team of consultants engaged in the transformation of the HP Integrated Circuit Business Division. This division had lost money (as much as $100 million) in each of its first 10 years, and its viability was in question. It overhauled its charter (Purpose, Vision, Mission, and Operating Principles) and revamped its production processes, became profitable, and was reinvested in by the corporation.

  • Provided the methodology for, and consulted in the pioneering transformation of Digital Equipment’s Service Sector. Sector went from being a drain on the company to generating 80% of its profits with 30% of its employees. Effort was credited with avoiding losses of about $500 million, and enabling this business to become the undisputed leader in its field. 

  • Provided change architect, technology, and consulting support in the transformation of Exxon Petroleum Canada, in a pioneering effort that integrated the best of the best (and previously competing) organization improvement technologies. EPC's refineries went from 4th to 1st Quartile worldwide. Provided coaching in developing a common purpose, vision, beliefs, values, principles, goals and strategies, reconciling different points of view, developing leaders and internal coaches, effective meetings, meaningful work, organization design. 

 

4. Intergroup/Interfunction Level

  • Used new thinking technology to resolve a year-long impasse between Corporate Engineering and Field Operations at Exxon Canada in one evening session, ultimately reducing the cost of a capital investment from $32 million to $12 million. Provided coaching in effective meetings and conflict resolution/reconciliation of differences.

  • Led one-day breakthrough session in operating company of major oil corporation. Thirty stakeholders of a supply chain initiative generated and validated $300 million in improvement opportunities, which resulted in exceeding the commitment that had been made to deliver $230 million in savings. Provided coaching in breakthrough thinking.

  • Led breakthrough session involving Exxon Agricultural Chemicals and Exxon Petroleum; all six teams reported breakthrough solutions to long-standing interface conflicts found in organization assessment. Provided coaching in effective meetings and conflict resolution.

 

5. Plant Level

  • An 80 year-old paper mill with 1,000 employees, a militant union, and logistical and technical disadvantages, was producing 350 tons/day and the lowest quality in the industry, losing $2.6 million a month, deemed unsalable and slated to be closed. As a result of turnaround effort (without capital investment), it was continuously improving, producing the best quality in the industry, making over 500 tons/day and making $1.4 million a month. Provided coaching in leadership, developing a common purpose, vision, beliefs, values, principles, problem-solving, breakthrough thinking, technology mapping,

  • Guided a transformational closure of an obsolete Hewlett Packard plant from a being a “dirty little task” to being a business and personal opportunity (virtually everyone placed, productivity doubled, $10 million saved, new skills learned, new paradigm spreading in rest of company). Provided coaching in leadership, developing a common purpose, vision, beliefs, values, principles, problem-solving, breakthrough thinking, common disciplines (e.g., planning, effective meetings, role clarification).

 

6. Team Level

  • A government-mandated log yard water run-off project (approved by the wood products plant management team at $420,000 for a 100% fix) was turned over to a work team to implement. Given the plant’s challenge principle, the work team determined that only a 50% fix was necessary, and could be done for $20,000. The team recommended that the remaining $400,000 be invested in five other projects, which produced a combined return of over $950,000 annually. Provided coaching in teaming skills, problem-solving, guiding principles, group facilitation.

  • A person new to sales management became the leader of highest performing team in an office products branch after only a few months in the job, with all members of the team becoming branch high performers. Provided coaching in developing a common vision, beliefs, values, principles, breakthrough thinking, problem-solving, teaming, coaching.

 

7. Individual Level

  • A paper machine operator, who was participating in a productivity improvement effort, suggested that a very expensive paper machine used to make toweling, that was curtailed due to low product demand, be adapted to make tissue, which was in great demand. The engineers in his area said it couldn’t be done, and the financial people said, even if it could, it wouldn’t make money. Because of the guiding principles of the improvement effort, the operator was given the opportunity to try to make the change, and on his own, learned how to do ROI calculations. He proved it was possible and profitable, generating earnings of about $25 million a year. Provided coaching in teaming skills, problem-solving, guiding principles, group facilitation.

  • A person new to sales became the leading salesperson in an office products branch office in only a few months on the job. Provided coaching in communication, reconciling differences, negotiation, defining purpose, principles, consultative selling.

 

 Change Leadership Initiatives

 

1. Strategy Change

  • Partnered with McKinsey & Co. in supporting the implementation of two new strategic objectives in an insurance company: enhancing the customer   experience, and creating a culture of innovation. These complex initiatives involved three major systems changes (Policy, Claims and CRM), McKinsey’s  Customer Journey Mapping Process, capturing new customer satisfaction data and employee involvement. All these initiatives needed to be aligned with  other initiatives to install new telephone and digital capabilities and billing and payment practices. Helped the company overcome its long history as a  “graveyard of initiatives" and shift its stifling, chaotic culture to one of learning, alignment and driving complex change successfully. These changes  required a whole new communication process. 

 

2. IT Upgrade

  • Guided failing initiative to upgrade all IT and communications systems for oil company’s fleet of 30 ships to success by augmenting Change Management with Change Leadership methods like new paradigm communication, leadership and team development, stakeholder enrollment, job and organization redesign, and culture, behavior and mindset change. 

 

3. Reengineering and ERP System Installation

  • Partnered with leading regional Change Management consulting firm in following unsuccessful Big 4 project at Siemens. Enabled successfulreengineering/ERP redesign of telecommunications company’s order fulfillment processes. Helped them shift from headcount reduction focus to process and performance improvement focus, which enabled significant bottom line improvement. (some studies show 65-75% of these types of efforts fail) 

 

4. Business Process Redesign and ERP System Installation

  • Assessed floundering $150 million supply chain redesign initiative (business process redesign and Retek ERP system installation) at Longs Drugs, a major drug chain (now CVS). Found cause of difficulty to be obsolete change management practices used by Big 4 consulting firms for 4 years. Guided successful application of advanced organization change practices. 

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