Despite millions of dollars invested in technical improvements, the manufacturer’s largest plant continued to have the lowest production rates across the company in the last ten years.
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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 ›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.
more ›The financial division of the Mexico subsidiary grew to a 4,000-employee organization within only five years. In the face of the rapid growth, senior managers struggled to balance short- and long-term requirements and could not fulfill the many promises made to shareholders, customers, and employees.
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 ›After a stage of rapid external growth, the firm defined a vision to become the Preferred Company among its key stakeholders.
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