Case Studies Planning Facilitation __________________________________________________________________________________________
Strategic Planning and Communication for an Information Technology Firm ______________________________________________________________________ Issue: With changes in the economy, an information technologies staffing firm needed to explore options for increasing revenue and corresponding business models to support those options. It also needed to address an approaching need for a reduction in force and address strategies for communicating the RIF.
Solution:Working with the Executive Vice President and COO, the content and agenda for an off-site strategic planning meeting was formulated as well as employee communications that explained rationale for the layoff.
Result: Through coaching that was aimed at enhancing existing communications skill sets, the COO effectively facilitated a series of successful off-site planning meetings and also drafted an excellent communication that explained the rationale behind reductions in pay for remaining employees. ______________________________________________________________________
Operations Planning During Restructuring and Consolidation at a Division of a Healthcare System _______________________________________________________________________ Issue: In order to meet the increased demands of numerous constituents and those of a large-scale organizational change effort aimed at consolidation, members of the senior leadership team at a large healthcare organization needed to assimilate new leaders, clarify roles, and quickly achieve alignment.
Solution: Coaching and team development services were provided, and clients were subsequently aided in constructing a comprehensive operating plan that clearly defined roles and responsibilities and called for timelines and other accountability mechanisms.
Result: During the 12-month period that followed the coaching and team building/planning facilitation, the majority of tasks outlined in the operating plan were completed. At the same time, executive team members maintained a consistent and well-coordinated response to ongoing organizational challenges and, at the same time, achieved ambitious financial goals in an uncertain economy. _______________________________________________________________________
Strategic Thinking and Planning in a Leadership Development Initiative at a Civil Engineering Firm _______________________________________________________________________
A 1,000-employee engineering consulting firm was dealing with issues of
rapid growth and application for ISO certification. The organization
wanted to strengthen its middle and senior leadership in moving from a
tactical to strategic perspective and working effectively
through a multi-generational and multi-cultural workforce.
A 7-module leadership program was custom designed and delivered, with
focus on understanding and valuing differences; motivating and retaining
a diverse workforce; employee motivation and retention;
effective communication and conflict resolution; and strategic thinking
Result: The organization subsequently
received ISO certification and expanded the leadership program to
include additional members of middle management as well as newly
promoted leaders. _______________________________________________________________________
Strategic and Operations Planning for a Not-for-Profit Board _______________________________________________________________________ Issue: The Board of Directors for a nationwide not-for-profit charitable organization wanted to ensure that its current leadership had the necessary competencies to function in expanded roles resulting from the organization's rapid and significant growth. During the course of the engagement, other issues arose such as questions about the appropriate structure for the organization and current barriers to implementing the organization's strategic plan. Solution:The organization's strategic plan was reviewed, specifically in regard to implementation obstacles. Competency models were designed and used for assessing Board and executive management team performance.These models provided an objective basis for evaluating current leadership performance; for the construction of a new recruitment model for board member recruitment/development; and for assessing overall board function.
Result: An interim model for Board structure was adopted as well as other recommendations that included a formal operating plan to address performance barriers and to encompass all recommendations made regarding organizational redesign and leadership development initiatives, to empower leaders to manage organizational change and culture transformation. _______________________________________________________________________
Strategic Planning for a Healthcare Organization in Acquisition Mode ________________________________________________________________________________________________________ Issue: A healthcare organization in growth mode was in need of a more complex business model while it continued to expand through acquisition.
Solution: A facilitated strategic planning initiative guided key leaders in exploring various business models and addressing issues with their acquired organizations and business partnerships. The goal of the initiative was to facilitate decentralization while still preserving centralized control; clarify roles and specific accountabilities; and assess team dynamics through an action learning format.
Result: The organization continues to receive national recognition, and it continues to grow and expand, changing its business model in response to ongoing challenges in its internal and external environments. Testimonial:"Marilyn helped us identify gaps between future leadership requirements and our current management through a comprehensive 360-degree feedback instrument assessment that involved over 100 administrators, managers, and physician leaders. She also assisted us in closing those gaps with individual and team development. Subsequent to that project, we engaged her for several strategic planning sessions to formulate strategies for managing a more complex organization as the scope of our services expanded. Marilyn skillfully challenged some of our assumptions and continued to provide feedback on how our leadership could be further enhanced. She accomplished this through processes that were well designed for learning, and to which she brought a perceptive eye and an engaging manner." - Sister Helen Amos, Chair of the Board, Mercy Health Services, Baltimore, MD _______________________________________________________________________
To learn more about how we facilitate strategic and operations planning, read our planning facilitation brochure. __________________________________________________________________________________________
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