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Vision
and Planning Case Histories
Challenge Back
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A customer satisfaction effort at a USDA agency led to a complete
re-evaluation of core processes, services, and relationships. Radical
changes were needed to sustain mission relevance and serve beneficiaries
effectively.
Solution
We led a cross-functional, cross-level team in evaluating alternative
business models, developing restructuring options, and planning
communications for internal and external audiences. The process
enabled the "Cool Aid" team to improve customer service and critical
problem-solving while streamlining performance. Along with the Cool
Aid team, we subsequently received the coveted Hammer award for
efficiency and cost-effectiveness in government.
Challenge Back
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An office of the U.S. Department of Energy wanted increased visibility
for their strategy for increasing energy efficiency and reducing
pollution in the largest U.S. materials and process industries.
Solution
We facilitated development of a strategic plan that focuses on creating
more effective R&D partnerships between industry and government.
Then, to communicate the strategy to industry and other stakeholders,
we developed a comprehensive public information campaign. Identity
materials and a family of brochures, fact sheets, presentations,
and displays are credited with significantly expanding awareness
and partnerships among target corporate audiences.
Challenge
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An office of the U.S. Department of Energy recognized significant
dissatisfaction among its employees and wanted to determine specific
perceptions by employees and managers, including identification
of communication issues internally and externally, cultural attributes
and impacted perceptions, and possible solutions. They then wished
to improve the performance of the organization through appropriate
changes in the culture and work environment.
Solution
Our four-step process began with interviews of personnel representing
a wide cross-section of the organization, followed by interactive
diagnostic workshops. This not only provided the needed data, but
also began a sustained dialogue both horizontally and vertically
across the organization that clarified many conflicts and perception
gaps. Our work provided the foundation for a six-month, team-based,
intra-organizational communications process, which resulted in major
changes in levels of cooperation, a more appropriately focused vision,
and significant changes in the effectiveness and performance of
many participants
Challenge
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The Pittsburgh Regional Alliance was formed with the charge of bringing
together a group of separate, turf-conscious regional economic development
organizations. The newly appointed director had to establish the
vision and action plans for the Alliance and quickly build consensus
and momentum.
Solution
We assisted the director in developing the organizational structure
and strategic plan, then provided him with a series of pointed questions
that led him through the development of an initial draft of a strategic
plan. We then edited and produced the final document, developed
an identity logo for launching the new entity, and developed a press
kit, including the logo identity and a presentation, for the director's
first briefing on the organization and its plans.
Challenge
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The Federation for Community Planning (FCP), a nonprofit organization
for health and human services in Cleveland, Ohio, wished to identify
issues of priority in Greater Cleveland for the year 2015. They
convened a blue ribbon advisory panel of major leaders in industry,
academia, health and human services, and government to look at trends
the city should anticipate and how to address and mitigate expected
problems. FCP wanted to deflect participants from focusing on their
specific concerns and fragmenting the discussion.
Solution
We provided a strategic framework process that yielded quick, effective,
and in-depth discussion, analysis, and recommendations for specific
communications issues. First, we helped develop an agenda that would
generate the discussion needed. We facilitated the panel meeting,
took comprehensive flipchart notes, and analyzed and structured
the notes into trends, issues, and creative solutions to be considered
for action in the longer-range context. By late in the week of the
meeting, the Federation Board had our two-page strategic framework
for review. Several participants noted that we had not missed any
major points. We also facilitated a second meeting with FCP Board
members and staff to consider the implications of the advisory panel's
analysis.
Challenge
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Corporate management of a nine-division diversified steel manufacturer
recognized the crucial need to improve product quality, on-time
deliveries, and overall responsiveness to customers, if the corporation
was to survive.
Solution
Sponsored by the corporate chairman, we worked with each of nine
divisions to facilitate a culture change—from a focus predominantly
on production to one on customer satisfaction. For each division,
we helped top-management teams develop strategic visions and identify
their critical issues. We further consulted with seven of the divisions
to initiate team-based processes for improving customer satisfaction,
including the facilitation of a series of interactive presentations
for sharing the strategic vision across their organizations.
Challenge
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A U.S. Department of Energy Deputy Assistant Secretary saw the need
for a longer-range view of national needs in the area of power generation,
considering issues such as energy deregulation, oil supply interruption,
and climate change.
Solution
Over the course of three months, we led a series of brainstorming
workshops in which client teams developed a dramatically new positioning
of the program, with a unified focus on a vision of highly efficient,
near-zero-emission fossil energy systems. We helped develop and
structure information on key planning scenarios for fossil-fueled
power generation models that responded to environmental and market
needs and the associated research priorities. We also guided the
client in using the scenarios to challenge existing mindsets and
develop new policies. Finally, we drafted a paper for industry and
other key stakeholders covering highlights of the plan.
Challenge
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An energy utility wanted to position a business venture that represented
its first foray into the deregulated marketplace.
Solution
Working with a group of senior managers, including the chairman,
we helped the company wrestle with the larger issues and organizational
changes that had to be addressed for it to successfully enter the
deregulated marketplace. We focused the team's efforts on the development
of a strategic plan for the deregulated energy marketplace, a plan
that culminated in the decision to form a new subsidiary for energy
services.
Challenge
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A multinational electric equipment giant had just acquired a power
transformer business. Division managers were concerned about the
impact of the transition on employee morale.
Solution
Our consulting assistance enabled the managers to view the transition
as a rare opportunity to establish a quality-focused, customer-driven
work culture based on new expectations and ways of doing business,
rather than as a problem to be overcome. Our facilitated strategic
planning process yielded innovative approaches to establishing this
new culture, including the application of “clean room”
concepts in the manufacturing plants.
Challenge
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A technology-intensive multinational manufacturing company needed
to identify the next generation of breakthrough materials and process
applications, to guide R&D for a key product line.
Solution
We facilitated a strategic R&D planning workshop with key scientists,
engineers, and marketing executives from corporate locations worldwide,
as well as customers and suppliers, to assess novel technologies.
The R&D manager termed the workshop, “the most positive and
constructive activity that we ever did to direct and plan our future
R&D development.”
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