SUCCESS STORIES
Challenge/engagement: Given globalization, competitive and pricing pressures, the need to be more effective and efficient across world-wide operations became paramount. CFO Excellence was launched as a “transformational leadership program” for BP Finance to improve risk mitigation, increase continuous improvement practices, and drive greater value contribution from the top 140 leaders of the global CFO community.
Sponsor: BP's Financial Leadership Team
Duration: Delivery begun in early 2009 with Module 2 Results to be assessed/reviewed in Oct-Nov 2009
Results: Although still a work in progress, the initial evidence is reflecting back significant savings from process improvement, and with leaders working more effectively across traditional “silo” boundaries, with more sharing of best practices and results achieved across the entire leadership community, and with improved change leadership skills.
Client: McKesson
Challenge/engagement: This $100 billion/year revenue health care giant has seen rapid grown and success, with many more opportunities to innovate health care by driving value across their many business assets. “Leaders Teaching Leaders” was created as a business intervention and branded experience to build a bench of (90) new & next generation leaders to step into key leadership roles to drive value/integration opportunities across McKesson’s existing and newly acquired business.
Sponsor: McKesson’s CEO and Executive Vice President of Human Resources
Duration: Begun 2005, Extended beyond plan into its fourth year due to success
Results: This initiative has been a grand-slam home run in terms of project results, personal development targets achieved, and institutionalization of simple, leader-friendly tools and approaches for driving change. Also, there now exists a powerful peer community of leaders who have shared a powerful developmental experience, know each other well, and are well positioned to facilitate growth and innovation. READ MORE.
Client: Meridian Gold
Challenge/engagement: A successful mid-tier gold mining company underwent several unexpected challenges including loss of a major asset opportunity and the sudden death of their heir apparent. A new CEO had to develop a new strategy for accelerated value creation, build executive alignment and drive change across the business.
Sponsor: CEO and Executive Vice President of Human Resources
Duration: 2006 saw the entry of a new leader, the building of a new strategy to un-lock value, the re-positioning and re-focusing of all business areas to drive greater value in terms of operational excellence, exploration practices, and new partnership strategies.
Results: An acquisition deal which resulted in a 40% premium on shareholder value with continued operational excellence and growth synergies realized.
Client: IBM Corporation
Challenge/engagement: To preserve IBM's single brand…To integrate hardware, software, services and networking to form a solution provider mindset and capability world-wide…To gain speed and restore IBM's culture to greatness.
Sponsor: IBM's, President and Chairman
Duration: 1995-2000
Results: Accelerate Change Together fundamentally supported IBM's turn-around resulting in 500+% increase in
shareholder value via hundreds of productivity and performance improvement Accelerate Change Together initiatives. READ MORE
Client: Transamerica Real Estate Tax Service
Engagement: To turn-around five years of decreasing financial performance due to lapses in leadership and technology investments which failed to deliver.
Sponsor: James Schoedinger, President
Duration: 2001-02
Results: Executive team alignment, clarification of strategy, engagement of the entire organization
on key business targets, and an aggressive execution process resulted in a five-fold increase in
pre-tax income while simultaneously installing requisite tools and skillsets for sustained growth.
READ MORE
Client: General Electric Appliances
Engagement: Use GE's Workout process to recover from a disastrous new product failure and address years of poor-to-hostile relationships between the labor force and management.
Sponsor: Jack Welch, President and Chairman and Gary Rogers, President GEA.
Duration: 1989-93
Results: In an industry notorious for no price growth, extraordinary gains in productivity
and innovation were achieved by bringing together constituents from all levels and all functions of GEA's
businesses, including customers and suppliers. This initiative fundamentally contributed to the saving of thousands
of jobs at Appliance Park. READ MORE
More information:
IBM and Accelerate Change Together
