Background
A large, highly respected global technology manufacturer changed its strategy to remain competitive in its market segment and financially viable as an ongoing entity. The new strategy fundamentally repositioned the company from commoditized offerings to value-added services and high margin products.
Challenge
After two years, major functional groups in the company had yet to adopt the new philosophy or implement enabling strategies. People were also highly skeptical about the new strategy succeeding. Finally, implementation would require substantial effort throughout the company with significant change in the following functions:
•Product development needed to completely revamp their R&D focus
•Manufacturing had to retool much of their production operations
•Sales needed to redefine the sales process and target audience
Approach
The company embarked on a comprehensive, structured process working with intact teams to create implementation plans and actions. The process, supported by training and consulting, was cascaded down through the organization with the following objectives:
• Align all efforts in the organization around the achievement of the new strategy
• ...
Results
As a result of this process the company achieved significantly improved and sustained business results as well as higher levels of employee engagement. Specific results include...
Learn about Approach taken and the resulting impact on the business ..
No comments:
Post a Comment
Note: Only a member of this blog may post a comment.