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Client Cases

We have been fortunate to support our clients address a variety of business situations, opportunities, and challenges across our three highly inter-related core services. 

Chess Game
Clock Gears
Similing Team
Anchor 3

Strategic Clarity

Scaling Clinical Operations 
 

Problem: A clinical-stage biotech company focused on the discovery and development of novel first-in-class small molecules was experiencing the common integration, coordination, and alignment growing pains that come with growth and success. With a strong pipeline, and as the company continued to invest in more complex trials across multiple indications, their clinical operations became increasingly inefficient and ineffective.

 

With key Phase II & III studies that had a high level of external visibility, driving company valuation and the subsequent ability to invest and reach patients, it was imperative to accelerate the maturation and implementation of a next-gen operating model to scale operations and turn around the decline of key performance metrics.

 

Action: I worked with four key cross-functional business groups to outline the overall operating model, identify key workflow/process challenges that were not scaling and resulting in performance gaps. We revised those workflows and clarified new inter-dependencies necessary to execute at scale. We modified roles and responsibilities, and perhaps most importantly, collectively established operating norms and behaviors necessary for increased coordination and alignment.

 

Results: Key performance metrics along the entire value chain were improved, which allowed the organization to meet its pipeline performance goals. For example, study design, site selection and activation, and patient enrollment milestones and goals that were consistently being missed or delayed, were significantly improved, allowing the organization to scale and continue its growth.

Driving Sales Performance: Scaling a New Revenue Stream 

Problem: A software company had established a partner reseller program that showed promise as a new source of value for customers and a new source of revenue for the company. Reaching a broader set of new customers, this new sales model emerged organically based on the exceptional skills of two salespeople. These sales innovators saw a market need, deeply understood their customers, and were able to frame the value to sell the first several partnerships.

 

Actions: I conducted a rigorous diagnostic to understand the process the salespeople deployed with the intention of scaling the model across the broader sales team. We then did three things: 1) outlined the new sales model/motion, 2) created powerful success profiles that outlined the capabilities necessary for excellence in executing the model, and 3) provided change management support to help install and implement the new model, training salespeople to emulate the model that proved the concept.

 

Results: Four years later, the program has flourished into a significant part of their business. Double digit growth per year in terms of number of partners acquired and in total software sales through this channel. The program is widely considered a clear success.

Life Science Product Company China Growth & Scale Strategic Plan
 

Problem: This global life science product company was enjoying significant growth and expected to potentially triple the business in five years (primarily driven by growth in China/Asia). The problem facing the client was that there was significant variability among the 22 global and local leaders for how to best achieve growth while overcoming significant barriers and with the least disruption to existing global processes.

 

Actions: Working closely with the CEO and CHRO, I interviewed all global/local leaders and led a workshop-based solution to outline all strategic and operational issues that were discovered, creating an opportunity for the leadership team to identify all key issues and document a detailed operational plan to drive their growth plan.

 

Results: After two years, the client is executing the plan and seeing on-track growth rates that will double the business in three years. Our solution enabled these results by:

  • Creating alignment on the market opportunity.

  • Outlining strategic priorities (e.g., GTM, segmentation plan).

  • Outlining capabilities needed to execute the plan (i.e., buy vs build).

  • Outlining a transformational change plan with rigorous communication and identification/resolution of topics for successful implementation.

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Organization Alignment

Org Design & Transformational Change to Drive Customer Value & Satisfaction
 

Problem: To enable a broader strategic shift, a technology Customer Support organization needed to implement a solution support strategy and operating model, making a shift from supporting hardware and software products, to providing customers with integrated and seamless technology solutions to business challenges.

 

Actions: We supported our client with a workshop-based solution designed to engage managers/SMEs around the globe to frame and address this challenge, enabling them as change leaders to outline solutions for successful implementation.

 

Results: This work had a significant impact on the business. It directly led to the creation of a new organization to drive customer self-service; functions were restructured to accommodate changes in workflow and operating processes; new skill sets were identified and consistently trained; new technology tools were created (e.g., collaboration tools to more quickly connect SMEs on customer calls and new “customer environment” tools to allow engineers to have a complete view of the customer while on service calls); goal setting and performance management processes were changed, affecting how employees are incented and rewarded. Ultimately several key metrics were positively impacted (e.g., increased Time-to-Resolve 34%, decreased hours/Service Request 42%).

Implementing a Software Company's Growth Strategy
 

Problem: A healthcare software company was evolving from a product to a network-focused platform strategy to drive a new vision and 3-year growth plan. As the healthcare ecosystem continues to transform, this strategy will accommodate broader technology innovations (e.g., wearables, embedded devices, remote delivery, big data, AI) that will impact how people interface with healthcare providers and how health-related information is leveraged to improve healthcare delivery and outcomes.

 

Actions: We worked with our client to outline key implications for the strategy across all core functions; how it impacts operating models, core value propositions, the most important workflows/processes, and necessary capabilities. We then outlined cross-functional processes either impacted or to be created to execute the more-complex over-arching operating model.

 

Results: These actions resulted in multiple functional org redesign efforts that increased focus and drove greater alignment within and across functions to the growth strategy and future vision. It resulted in changes to how time and resources were invested and clarified where greater levels of efficiency (e.g., duplication of efforts across functions; management practices) were needed to simplify and focus efforts on their big bets.

Transforming Clinical Development & Operations
 

Problem: A global biopharmaceutical Clinical Development & Operations organization entered a strategic partnership with a leading CRO (contract research organization), following industry trends toward single strategic partners that can drive consistent processes, eliminate duplication, increase responsiveness to industry/regulatory requirements, decrease costs, and ultimately improve the quality of clinical research.

 

This was a major strategic shift and operating model change, requiring functional changes and significant change to workflow and role requirements. The client had been struggling for over a year with this transformation despite significant efforts to communicate and implement the new model.

 

Actions: We implemented a rigorous transformational change management solution that:

  • Aligned the leadership team on key strategic and operational issues.

  • Articulated the full rationale and business need, the value proposition and necessity for the strategic shift. This was previously lacking which created significant drag.

  • Rationalized 80+ clinical trials against current, interim, and future processes that were being run by ~20 smaller vendors and for larger CROs.

  • Clarified implications for functions and infrastructure to be managed.

  • Outlined and addressed numerous role and people topics (e.g., roles changing from running to managing others to run clinical trials).

 

Results: Our approach significantly accelerated clarity and alignment by thoroughly working through strategic and operational details to drive the transition. One-to-two years later leaders reported positive results of various types, for example:

  • Improved molecule selection.

  • Improved regulatory expertise that positively impacted many elements of clinical development.

  • Improved access to global patient populations.

  • Reduced costs and accelerated cycle times estimated at 25-30%.

Anchor 5

People Solutions

Talent Strategy to Drive a Next-gen Functional Strategy
 

Problem: A food Safety & Quality leader for a national consumer product company wanted to transform the function from an inside-out manufacturing to an in-line approach, embedding FS&Q processes directly within the manufacturing processes, rather than done independent from production, enabling immediate feedback for improved performance. Better integration creates shared accountability, where Quality & Manufacturing leaders are jointly responsible for FS&Q as well as production and performance outcomes.

Actions: To execute the strategy, Quality team members must utilize a broad set of skills. A talent solution was implemented to identify, assess, and develop the right capabilities.

  • Functional Leadership Model. Knowledge and skills to execute the strategy.

  • 20 Performance-Profiles. Capabilities to perform key functional roles.

  • Dual-Track Model. Technical and management career path to enable placement and career growth.

  • People-Management Model. Capabilities to perform the people-manager role.

 

Results: Leaders are executing the function strategy with incremental improvements observed in quality and business performance outcomes. This significant shift will unfold over 3-5 years as the strategy is implemented and adopted by production leaders. In this first year, all content has been integrated into core management and development practices, enabling the 200-person organization to understand and leverage the capabilities for both personal career development and overall business goals.

Comprehensive Enterprise Talent Strategy to Drive Business Transformation
 

Problem: A global and leading semi-conductor client wanted to implement an ambitious talent strategy with two fundamental goals:

  1. Help drive a 3-5-year business plan for a new company strategy and value proposition.

  2. Build a market brand reputation as an employer of choice that develops people and careers.

 

Actions: Delivered a series of products and solutions; two examples:

  1. Outlined business capabilities to better build and sell solutions (i.e., understand customer segment’s business models and how they solve their customer’s-customer’s issues).

  2. Integrated Talent Strategy, for example: purpose, talent segment strategy, assessment process/tools, talent councils & governance process, leadership development strategy (e.g., content creation strategy, funding model, enrollment strategy, delivery model).

 

Results: Across all levels of leadership and management, we found significant increases beyond baseline assessments to survey items like: “I understand the implications of our 5-year strategy for my function and team;” “I understand the capabilities that my function/department needs to deliver our strategy.” Along with anecdotal evidence, this suggested stronger alignment to strategy, better enabling the execution of the new company value proposition.

Leadership & Team Building to Drive Business Performance
 

Problem: A $5B global fintech had grown organically and through acquisition, adding several new executive leadership team members who joined a team with several long-time members who helped grow the company. The CEO understood that to continue the growth trajectory, the executive team needed to make some key strategic choices (e.g., to enter a new market or not), address some important business topics, elevate the level of individual leadership capability, and become a more integrated and aligned team.

 

Actions: I conducted interviews and outlined the various business and leadership/team/culture challenges facing the team. I then designed and facilitated a two-day leadership offsite, framing these issues as highly integrated, creating a platform for alignment, cohesion, and decision making that was necessary to drive their next wave of growth.

 

Results: Through the offsite preparation process and over the course of the two days, this work had the following impact:

  • Solved for five important strategic choices facing the company, with clear decisions, owners, desired goals, and timelines for each issue.

  • Clarified the leadership and culture challenges facing the team.

  • Outlined team operating norms (i.e., decision-making, communication, conflict management).

  • Built stronger relationships across the team.

 

By marrying team dynamics to key business challenges, we established momentum for this executive team to work effectively together, helping to create a high-performance team.

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