Cam worked with the CFO to develop and implement a
two-year plan focused on leadership development and organization mindset,
reinforced with strategy maps, balanced scorecards and compensation.
Cam helped the client source and partner with the Balanced Scorecard
Collaborative to ensure that an appropriate level of third party support was
available during year two.
The CFO believes one of the most powerful signs of success came during a
conference keynote address when a senior and influential line executive said,
“I now see this group as a Strategic Business Unit rather than overhead expense.”
EVP of a
2500-person refining and marketing organization:
I
want to become the #1 integrated company. We need to improve our
bottom-line by $300 million in three years. We have the right strategies and the
right people. Functional execution is the key to our success.
After
helping the EVP and his senior team confirm the
division strategy and restructure to a functional organization,
Cam worked with the EVP to select
a group of
high-potential future leaders to provide input into his
planning. During a specially designed offsite retreat, the future
leader group declared, “We have no problem coming up with really great ideas. We are leaving
too much value on the table in how we execute.”
The EVP and the future leaders decided that
improvements in accountability, culture and leadership were the keys to
delivering the $300 million challenge.
Cam
worked with the future leader group to implement their ideas and the organization
increased earnings by $300 million in two years.
VP of
a 600-person international lubricants organization:
I
have three years to turn this unit around and we need to achieve break-even
within a year. We have the right strategy but we need to make major
changes in how we operate. I see four core business processes that need to
be fully reengineered and I can’t afford to have the entire unit in turmoil at
once.
During the
design phase of the four reengineering projects, Cam helped the client
source and manage consulting firms with topic-specific and targeted
intellectual property.
A four-year phased approach
to reengineering manufacturing, logistics, pricing and sales processes
achieved breakeven in two years and an overall $80
million earnings improvement
in four years.
CEO of a
60,000-member international certification association:
International
growth is critical to changing the vector of our steadily eroding membership
levels. We have assessed three major markets and we have identified
prospective partners in each. I need to know if we are ready to enter this
market and if this partner is a good fit.
Cam
participated in a joint four-month market
and prospective partner assessment focused on economic viability,
cultural fit and implementation requirements.
The
assessment surfaced two
pivotal insights for the CEO – a previously thought
inconsequential third party would be critical to the success of the
prospective partnership, and his organization was spread too thin to
handle the degree of change required to pursue three growth markets
simultaneously.
VP of a
250-person marketing organization:
I
want to increase focus and discipline in how resources are allocated and
strategy is executed. We need to transform from break-even operations to
returning the cost of capital.
Cam
worked with the VP to develop and implement a 3-part plan including
triaging over 100 planned initiatives, more clearly articulating the 5-year
strategy and implementing a disciplined governance process.
The VP
delivered $40 million in
annual earnings improvement in three years.
Cross-functional General Manager team:
We need to ensure that the $10 million we are investing
in this SAP supply chain technology is delivered on-time, on-budget and
delivers the $30 million annual EBIT improvement we promised.
Cam partnered with the assigned Project Manager and his 30-person team of
information technology and business team specialists to clarify exactly what
they were accountable for delivering, and to understand what it would take
to deliver the promised
benefits.
The team quickly agreed that simply installing the software would not
deliver the financial benefits promised and decided to reposition the
project as a business process improvement project.
Cam coached the team in progressive techniques for stakeholder
engagement and project management focused on value creation.
Cam coached project team
members in working with end-users to finalize the project charter and
identify what is needed to deliver the promised benefits.
The unique method of stakeholder engagement resulted in the end-user
community identifying and delivering a $25 million annual EBIT increase
through process improvement long before the SAP technology was installed.
Once completed, the project exceeded all financial and end-user
expectations and delivered benefits a full year earlier than anticipated.
