While one of this management consulting firm's offices was the third most profitable in the Americas region and high-ranking worldwide, employee engagement and satisfaction scores were in the bottom 20%.
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To increase it’s competitiveness in the market, the company initiated a major restructuring from a geography-based structure to a complex, three-dimensional matrix of geographies, segments, and product groups.
This transformation shifted the levels of empowerment and added greater complexity to decision-making, planning, and execution across the organization.
The bank was restructuring their operating model from a group of local banks with local identity to a truly international firm with connectivity across – the aim was to become “one bank”. They were also changing their growth strategy from growing everywhere regardless of size, to focused growth in the markets of most leverage.
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In order to deploy a new five year strategy, senior leaders wanted to elicit understanding and commitment from their organization’s five thousand employees.
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The R&D organization was suffering the impact of significant failure in productivity. The challenge was to increase the delivery of meaningful medicines to the global market, in the face of industry demands due to increasing generics, increasing legislative hurdles (especially in the US and EU) and shortening patent times.
more ›In the aftermath of its merger efforts, the president of Brazil’s largest wholesale bank understood the firm's culture could become its competitive advantage. His vision was to walk the path from "good to remarkable," increasing accountability and enhancing employee engagement...
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