OVER 25 YEARS OF EXPERIENCE AND RESULTS IN ADVISING ORGANIZATIONS AND THEIR LEADERS
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Sample Projects

Where do we find the right balance of conceptual rigor and
practical application?

Examples of recent client engagements:

LARGE PHARMACEUTICAL ACQUISITION

Delivered presentations to alert executives to success factors in post-merger integration; designed and launched integration planning teams; conducted team building sessions to help leaders develop productive post-merger teams.

TRUE "MERGERS OF EQUALS" IN MANUFACTURING SECTOR

Coached co-CEOs on working together in managing a "merger of equals" (both partners owned 50% of combined organization); worked with internal HR professionals to assist executives in transition; designed integration planning process; surveyed employees to determine their perspective on the integration and identify impediments to a successful integration.

TELECOMMUNICATIONS

Designed and delivered an internal training program to prepare internal human resources (HR) professionals on assisting business leaders in managing mergers, acquisitions, alliances, and divestitures.

SMALL HIGH TECH FIRM

Advised senior executives on sale of their business to a foreign organization; conducted employee merger-stress management programs; conducted employee focus groups to determine impact of divestiture and acquisition on motivation.

LARGE HIGH TECH FIRM

Worked with internal consultants and managers to develop a core competence in managing corporate combinations and build an in-house M&A shop. Trained internal staff on all aspects of the M&A process and developed an in-house M&A toolkit.

MULTINATIONAL CONGLOMERATE

Advised senior executives on sources and symptoms of culture clash in a merger. Worked with senior executives to identify a shared vision for the combination organization.

MIDSIZE PROFESSIONAL SERVICES MERGER

Developed a shared view among executives from both organizations on the rationale and desired end state for the merger; designed and launched an integration planning process; conducted employee research to assess merger impact; designed and implemented a merger communications program; and counseled executives on managing human, cultural, and organizational aspects of the combination.

SMALL ENTERTAINMENT FIRM

Developed teamwork among senior management group and diagnosed and addressed impediments to cross-functional cooperation.

GROWING NOT-FOR-PROFIT AGENCY

Applied various employee research methods to diagnose and address “growing pains” for a successful community agency—including employee attitude surveys and employee focus group interviews. Met with Board and executive leadership team to feedback diagnosis results, develop a shared view of issues and opportunities, and determine responsive actions.

LARGE FINANCIAL SERVICES FIRM

Built teamwork among senior executives upon arrival of new CEO; designed and implemented "Live the Vision" program to articulate a new corporate vision and engage employees at all levels to identify on-the-job behaviors to support the new vision; and trained internal resources to conduct employee attitude surveys.

LARGE GOVERNMENT AGENCY

Worked with leadership, management, and internal HR and Communication professionals to plan and implement the internal merger of three operational units. Measured the impact of the transition through the use of employee attitude surveys and focus group interviews.

MID MARKET FINANCIAL SERVICES FIRM

Consulted to new CEO to clarify new strategy, articulate and bring to life a new corporate culture, and break down employee resistance to change.