Daunting Challenges. Valued Solutions.
In 25 years of conferring with clients, we thought you might appreciate learning what other organizations have asked us and how we led the development and implementation of results that exceeded expectation...
Culture & Organization Performance

“Thank you for fixing our offshoring crisis. We now have a bigger problem. Board members are furious. Our most significant, revenue-generating group has resisted D&I effort for the past decade. Our D&I team is stymied. We just got their President to agree to 3 half days over the course of the next year. How can we possibly report a difference in that little time?”

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“The Board has just approved our new 5 year strategic plan for rapid, expansive growth into regions with great diversity. Its success is dependent on a successful culture transformation throughout our organization… for our staff, products and what our customers see and experience. Can it be done? ”

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“Our North America CEO has a meeting in 3 weeks with the global leadership team. The global CEO wants to ‘blow up’ our shared services structure and plans to take a vote on that at the upcoming meeting. We’re strongly opposed to that. Our CEO needs a strategy and data to change the global leaders’ minds. What can you do to help?”

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“As a highly visible, larger, unionized state agency, by statute we have to train all staff to support a culture shift. We’ve recently attempted this – once internally and once externally – and both blew up on us. We lack sufficient budget for you to do all the training. We can’t afford to have it fail again and becoming very public, especially with a new Commissioner.”

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Leadership

“One of the largest global banks has agreed to buy out the remaining interest of our international bank by the end of the year. Within three years we need to develop a succession plan for the top 3 tiers our leadership team, transition our entire leadership team to our successors and assure that our successors have proven effective.”

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“I’ve been the Managing Partner for this firm for over a decade and am hoping to throttle back in the next year or so. I’m concerned about succession. The partner who generates the most revenue really wants the role but, numerous staff complaints have me concerned. What can you do to help us to agree upon the right successor without appearing to single out the one partner for assessment and coaching?”

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HR Design & Transformation

“We’re a large nonprofit. A few of us on the senior leadership team believe HR is overstaffed and under-performing. And, it appears our new HR leader is not doing well from our standpoint as well as managers and the staff. What can you do to help?”

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“For a large organization, our HR function is still pretty transactional. We want to restructure to a business partner model. Currently, our managers won’t let our HR generalists into department meetings. We can’t just hire new staff due to the critical need for institutional knowledge. How can you quickly develop our HR generalists and get them allowed into meetings and adding value?”

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“I started this rapid growth high tech firm a couple years ago. We’re now about 100 employees and need help to get us prepared for an IPO and further growth. We’re pretty renegade, really don’t want ‘rules’ here and can’t afford a rebellion by staff. What do you suggest?”

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“As a global high tech, we’ve strategically chosen to operate without a lot of publicity. We’ve been hiring about 35 people per year but, because a line of business is going to be transferred here, we need to be able to hire more than 60 per month. Most of them will require specialized technical skills. Can you get us there?”

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“As CEO, I’ve only been here for 6 months and just discovered I’ve got a turnaround rather than a repositioning on my hands. I sense there’s something significantly awry in HR but, I have no data or facts to base it on. I’ve got to close the defined benefits plan, do a RIF including valued, long-tenured staff, and I’ve got serious budget and time constraints. If I don’t get this fixed quickly and effectively, it’s going to cause greater issues. I need your help.”

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HR Operations & Compliance

“We’re a division of a Fortune 100 and we’ve been losing 50% of our management staff every year for the past 3 years and I can’t figure out why. It’s costing us a fortune and it’s killing my P&L. This isn’t in the budget so, I need a firm cost and efficient process. What can you do?”

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“Our CEO bought the company a year ago and is getting bogged down in management and decision making rather than promoting and building the business. As the General Counsel for this 60 staff firm, I also need to assure HR compliance for the future of the company.”

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“As the new Chief HR Officer for this corporation, I’m restructuring HR to be unusually highly matrixed with double-hatted roles and shift to a business partner model. I need to develop new role descriptions and then figure out how and what and then defend the market pricing of their jobs. While I have a Compensation Director, I need objective expertise to work with my team in this case.”

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“We’ve been a successful federal sub-contractor for decades but… we haven’t maintained an affirmative action plan. We’ve just been notified by OFCCP that in 60 days we’re being desk and then site audited. We don’t have electronic data for the AAP and we’re pretty sure we won’t pass the site audit. One of our competitors was just fined pretty stiffly for the same. What can we do?”

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