Optimization Case Studies
Organizational Assessment and Optimization
A national organization was performing poorly after a new leader had taken the helm and restructuring had been implemented. Morale was low and the business objectives were not being met.
Our business plan writing team collaborated with leadership to create a three-year custom strategic business plan to focus on the best way forward. After our market research analysts performed focus groups and 360 assessments, we provided specific recommendations to optimize the multicultural organizational structure. Dr. Rosalene Glickman provided executive coaching for the leader to align the best interests of the employees and the organization via video conference. Best Place to Work workshops supporting the organization’s top five measurable objectives were customized and conducted for the employees, and a follow up program was implemented to determine the results.
An astounding 41% increase in their most important business metric (cases completed) was achieved within a period of one year. Increases of 39% – 65% were achieved for the other metrics (aging cases resolved, cycle time per case, employee satisfaction, and customer satisfaction) within four years.
The CEO of a Fortune 500 corporation wanted to optimize his executive presence and achieve optimization within the organization. Due to an industry shakeup, the company was losing prominence in the marketplace, customers were cancelling orders, and there was internal competition for cash to supply and finance products. Dr. Rosalene Glickman provided executive coaching for the CEO to ensure a consistent optimization mindset. They focused on personal and business optimization, including optimization of value growth, talent development, inventory management, receivables and cash flow. Key metrics were monitored on a monthly basis.
An optimization program consisting of executive coaching for key personnel with performance gaps and leadership training for high potential employees was implemented. Within two years, the company regained its status as an industry leader, demonstrating a consistent uptick in free cash flow. The CEO now addresses company personnel and the public with authenticity and unprecedented confidence. He continues to collaborate with Dr. Glickman on a weekly basis.
We conducted a 16-week “Optimize leadership development” program for the partners of a national professional services firm. With the help and direction of the human resources leaders, several partners received executive coaching to best deal with current and impending challenges. We also conducted onsite workshops to review and obtain buy in for the vision, mission, guiding principles, values, strategies, innovation and tactics of the organization. We achieved dramatic improvements in assertive communications, conflict resolution, employee motivation, and time management. As a direct result, rather than seeking senior management externally, the company has promoted 21 percent more employees internally over the past two years.
Strategic Planning and Execution
A mid-sized financial services organization was receiving customer complaints due to a recent change in corporate policy. With conducted focus groups, surveys and individual interviews to understand the needs and desires of their customers. We shared the information with leadership and asked the employees for their best solutions. We were then able to design and execute a custom strategic business plan with “multicultural employee ownership” that delighted their customers and served their best interests.
Many employees (including leadership) in the manufacturing and sales departments of a multinational automotive corporation did not get along, and poor communication between the two departments was impacting the entire organization. We provided conflict resolution and assertiveness skills best practices via executive coaching to the key personnel. We also custom designed and facilitated an “Optimize Your Communications Skills” workshop for employees in both departments and measured results with relevant metrics over a two-year period. Mutual goals were set and achieved and the “organizational bottleneck” was eliminated.
Best Place to Work Culture
After experiencing funding cuts, government employees were anxious, despondent, focusing on issues that were out of their control, and wavering in their productivity. “Why bother?” was felt throughout the organization. We assessed the employees’ performance via their thinking patterns with the Optimal Thinking Online 360 Assessment, and implemented customized “Best Place to Work” workshops. A 22% increase in employee satisfaction was achieved that year.
Hiring the Right People
The human resources division of a mid-size organization was concerned about personnel turnover. Although candidates submitted resumes and went through background checks and skills assessments, 18% of these employed left the organization within six months. During exit interviews most of these employees stated that they did not feel they were the right fit for the organization. We implemented the Optimal Thinking Online 360 Assessment as a hiring tool for a trial period of 12 months. During this period, only 2% of a similar sample of candidates left the organization and their reasons for leaving were mostly based on personal issues beyond their control.
Career Change Optimization
11 senior executives who were downsized from a Fortune 1000 corporation had been unemployed for periods ranging from eight months to two years. The executives received career transition coaching, including productive networking, interview preparation and role plays. All 11 executives found employment within two to eight months.
Productivity and Profitability Optimization
An 8,000 employee corporation was experiencing poor productivity and profitability primarily as a result of poor risk management. Our senior executive team created a custom strategic business plan recommended changes within the organizational structure, best practices for risk management and damage control. We designed and presented seminars to maximize strategic thinking, productivity and communications, organizational efficiency and effectiveness. Much needed enthusiasm was again palpable within the organization and an 18% increase in top line results was achieved that year.
A 2000 employee organization with gross annual revenue of $22,750,000 was $18,250,000 in debt and on the verge of bankruptcy. By reengineering the organization, we eliminated the long term debt within 28 months. We achieved cash reserves of $1,100,000 within 36 months. We wrote and executed a comprehensive three-year custom business plan that increased sales, added revenue streams, cut unproductive product lines, eliminated suboptimal operational inefficiencies, downsized personnel, and successfully executed innovative strategies.