Leaders can sometimes be too close to their organization to see the barriers between the status quo and breakthrough success. Understanding the true nature of business issues is a matter of perspective. From up close, looks can be deceiving. Altreya offers an assessment service that allows leaders to get a fresh view of their organization. Through an evaluation of the customers, employees, competitors and finances of an organization, management is better able to identify the true nature of the challenges it faces. The case study below illustrates Altreya’s success with this type of engagement.
In this organization, years of acquisitions coupled with a corporate structure and management style that encouraged autonomy and entrepreneurial behavior led to wide differences in attitudes and approaches toward work processes and teamwork. Among the factory floor workers, resistance to change and distrust of management was widespread. Immediate and measurable improvements were needed to transform the organization from a moderately efficient operation into a fast-moving, highly competitive, high growth organization.
Altreya’s principals were brought in to lead a cross-facility change effort to reverse the downward trend in productivity occurring in a number of high volume facilities. Our highly collaborative approach to designing and implementing improvement enabled us to organize and focus facility management teams on the vital areas requiring improvement. We quickly earned the confidence, credibility and trust of management to move this company’s manufacturing facilities forward.
The worst performing facilities began system-wide change efforts, involving setting and aligning fundamental business objectives, identifying the key success factors, isolating the vital few areas requiring breakthrough efforts and coaching the employee implementation teams.
Within 30 days from the start of program implementation, labor and material costs stabilized; by the end of the third month, the facility began meeting productivity expectations and by the end of the sixth month, total productivity in each facility exceeded 100%. In each facility, daily losses of $20,000 turned into gains of as much as $10,000.
One year hence, these facilities were considered role models in the organization. In addition, employee and management morale has noticeably increased.
- External sales and marketing
- Strategic and operational planning
- Strategic alliance/partnership planning
- Operational/productivity assessment
- Competitive intelligence assessment
- Customer satisfaction assessment
- Employee satisfaction assessment
- Sales force optimization
- Go-to-market planning
- IP development and commercialization