While one of this management consulting firm's offices was the third most profitable in the Americas region and high-ranking worldwide, employee engagement and satisfaction scores were in the bottom 20%.
more ›After a stage of rapid external growth, the firm defined a vision to become the Preferred Company among its key stakeholders.
more ›In 2007, one of this spirit company's largest divisions made a strategic decision to enhance its market share by centralizing its branding strategy. Global marketing teams came together and a committee was formed, but implementation came to a standstill.
more ›This global manufacturing firm wanted to ensure continuity in the company's executive leadership team in light of a possible turnover in a small window of time. This would include designing a succession plan over a ten year period.
more ›A global advertising holding company's challenge: to overcome a seriously-fragmented and inconsistent HR strategy produced by the company’s explosive expansion as they acquired over 185 companies in two years.
more ›These international natural resources companies ran into severe leadership problems after making the strategic decision to integrate and divest all internal support units, like accounting, finance, systems, and personnel, into an independent shared services company to serve the US.
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