We practice what we preach- we are a “learning” firm and are disciplined about After Action Reviews (AAR) to learn from our experience for the benefit of current and future clients, to remain on the cutting edge of our field and to improve as a firm. A number of cases are being developed now-check back periodically for new learnings!

 

Emmis Communications 

emmis_logoEmmis Communications is a small entrepreneurial radio company making the leap to being a much larger international company with holdings in various media.

This change-management case study describes the systematic approach used by Emmis Communications to successfully create a distinctive firm brand and performance culture while at the same time extending the positive employer-of-choice reputation it had earned.

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Diversey, Inc.

diversey-new-logo2Diversey, Inc., after confronting challenges associated with restructuring debt, absorbing a major acquisition and surviving the 08-09 recession remained committed to profitable growth, enhancing service to global customers and leveraging proprietary solution portfolios. To accomplish this goal a more integrated organization had to replace the legacy organization that consisted of separate regional business units.

Diversey recognized the need for outsource resources and contracted with John Nelson’s L&OC team and consulting colleague Joe Hanson to lead a transformation initiative labeled Organizing for Efficiency and Growth (OEG).

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Intercontinental Hotels Group – HR at the Intersection of Strategy & Execution
InterContinental-Hotels2InterContinental Hotels Group, facing significant financial and operational pressures in late 2002, initiated bold action around its strategy, structure and culture. It placed on the HR organization the key role of defining an approach to an ‘organizational effectiveness review’ and subsequent restructuring and change management leadership. By embracing a Strategic HR model, they ensured balance during a disruptive event. Additionally, HR demanded an action learning approach to change; gaining the participation and commitment of the organization’s key employees and leaders.

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Intercontinental Hotels Group

InterContinental-Hotels2In early 2003, InterContinental Hotels was faced with several challenging issues. The company was being divested from its parent company and was under threat of a hostile takeover. Profits were down by thirty percent, costs were out of line, the stock was losing money and the company was suffering financially. Shareholders and financial analysis were very critical of the company’s performance. A bureaucratic culture stifled innovation and in the face of the aftermath of 9/11 economic downturn there were serious questions as to whether the company could stand on its own.

Realizing the dire situation the company was in, Richard North, Chief Executive of InterContinental Hotels, initiated a plan to overhaul the company through the leadership and direction provided by 1.0 & Company—a management consulting firm. The program directed by 1.0 was/is based on “results-based-leadership” to initiate change. A massive overhaul of the global organization began with senior management redefining and aligning itself with a new strategy and integrated top-line structure. Units within the organization redesigned all of their major functions in alliance with the new strategy while taking great measures to reduce or eliminate costs that did not support the new strategy. Training was provided for all employees on planning, implementing, and building on change.

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QBE – Strategic Design of a non-existing Global five-tiered Leadership Development Program

qbe-logo7The client, a global insurance firm, was moving from a holding company to an integrated organizational model, forcing integration of previously acquired companies and driving one brand in the marketplace.

Executive team identified lack of a “Talent Mindset” and quality Talent Management process and disciplines as a critical capability gap. Identified through BT+L Dimensions of Culture workshop with top 55 leader at 2.5 day annual conference.

The Talent Acquisition (TA) operating model was not optimized, resulting in lack of quality and efficiency.

The TA function was operating under two Applicant Tracking Systems (based on legacy company) and four different processes for identifying, selecting and onboarding new employees. Over sixteen projects were identified to transform the function.

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QBE – Talent Acquisition Integration and Transformation

qbe-logo7The client, a global insurance firm, was moving from a holding company to an integrated organizational model, forcing integration of previously acquired companies and driving one brand in the marketplace.

New CEO identified leadership alignment and effectiveness as critical component to company’s global transformation.

Need to change go to market strategies, branding and supporting internal culture. New Vision, Values and Leadership Manifesto led by new CEO with global exec team.

Identified need to significantly improve the quality, effectiveness and impact of leadership to make the new global business model work.

Learning organizations not centralized, no central visibility, governance or direction for leadership development – each region left to its own to develop program, set-up budgets and funding options, multiple vendors in each region resulting in lack of scale or global impact.

CEO Chartered a global team to translate the business and cultural shifts into a leadership development architecture and program(s) design to align and develop leaders to drive the new direction and culture of the company.

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