|
|
Organization Development Consulting
Sometimes organizational issues stand in the way of making optimal progress toward a shared vision. Here are examples of organizational development interventions
we’ve implemented:
- Consulted with professional services firm to shift from command and control to a leadership culture. The leadership culture moved beyond managing clients’
business to contributing to the growth of the company.
- Consulted with professional services firm to design internal performance management system that increased trust, commitment, and external client satisfaction.
- Facilitated cooperation and buy-in among top decision-makers including CEOs, congressmen, insurance company presidents, medical doctors, etc. The intervention included
opportunity for input from participants, which enhanced cooperation, buy-in and implementation of redesigned managed care system statewide.
- Created excitement among health care partners in a professional services firm to assess and minimize risk on engagements with managed care clients by designing a
powerful program led by medical doctors, tax attorneys, and management consultants, which resulted in increased client satisfaction and profitability.
- Improved new executive’s relationship with staff, peers, and superiors by defining a structure and processes that built trust, opened communication and clarified
roles. This allowed better leverage of the executive and staff members’ strengths and resulted in higher profitability for the organization.
- Created involvement and buy-in for a new vision for a non-profit organization during rapid growth and cultural change by designing a powerful executive led workshop
that modeled their commitment to the new vision. The presentation included opportunity for participant input, which enhanced organization-wide commitment to the
vision.
- Increased sales by designing an organizational change and training process to help consultants change from selling features and benefits to consultative selling.
- Accelerated a consulting firm’s reengineering effort by identifying breakdowns and involving staff in solving problems. This led to the firm successfully reengineering collections systems to increase efficiency by 70%.
|
|
