Cam worked with the CFO to develop and implement a
two-year plan focused on process redesign, leadership development and organisation 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.”
CEO of a newly merged
1700-person refining and
petrochemicals business:
We
must continue to supply the nation's fuels while eliminating our financial
dependence on government support. This means that we must improve our
earnings by $350 million within two years and build our capability to deliver
earnings of $1 billion within seven years.
As part of an international
consulting team orchestrating the merger, Cam first led a small internal
team accountable for delivering earnings improvements of $25 million within
6 months. He then worked with the CEO to lead the overall 18-month
change and improvement initiative that followed.
Using a highly
people-centered approach, within 24 months the organisation fully
restructured, re-staffed, re-branded and delivered $500 million in
annual earnings improvements without investing new
capital.
VP of
a 600-person international lubricants organisation:
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 organisation was spread too thin to
pursue three growth markets
simultaneously.
VP of a
250-person marketing organisation:
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 and
accountability 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 decided that simply installing the software would not
deliver the financial benefits promised and repositioned the
IT project as a business process improvement project.
Cam coached project team
members in working with end-users to finalise 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.
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