Case Studies Reinvention & Redesign __________________________________________________________________________________________
Reinvention and Redesign of a High Tech Company Division _______________________________________________________________________ Issue:With the sale of one of its major divisions, a high tech company needed to move quickly with regard to its divestiture. This had widespread implications for employees of the division being sold.
Solution:A strong interface was created between the Human Resources Department and the Information Technologies Department, to make system changes related to the divestiture. Additionally, meetings were conducted with all affected employees to discuss implications for stock options, health insurance, and other benefits, particularly those based on length of service.
Result:The challenge of meeting the deadline for the sale increased dramatically as employees in the Information Technologies Department left the company to take other positions. Tension due to understaffing increased, and negotiating with the remaining employees regarding original deadlines required a tenacious approach balanced by empathy for the situation. All project deadlines were met and the sale of the Division took place without delay. _______________________________________________________________________
Reinvention & Redesign for Enhanced Functional Effectiveness at a Global Life Sciences/Consumer Products Company _______________________________________________________________________ Issue:A shared services HR function of a large, multinational company was suffering from a credibility problem caused by overpricing and inadequate internal consulting capability.
Solution:Customer needs were identified and prioritized; functional standards were established through detailed service level agreements; and internal consulting capability was increased through restructuring and redeployment.Web-based self service was introduced and process improvements were facilitated by activities-based costing (ABC), automation, and centralization.
Result:The function improved its P & L and reduced operating costs by 50%; met and exceeded its Balanced Scorecard goals; achieved significant improvement in annual customer satisfaction ratings; and was able to pass on cost savings to internal customers through reduced service fees. _______________________________________________________________________
Redesign Enabled by a Peer review Process at a Prominent Agricultural Cooperative _______________________________________________________________________ Issue:During restructuring, the leadership at a major food processing facility concluded that the company's workforce needed to be reduced by 30%.To effectively compete despite its reduced numbers of employees, the company’s remaining workforce had to be highly flexible and productive. However, the most senior employees had few transferable skill sets and were judged to be the least productive.
Solution:To minimize the risk of litigation, a peer review process was designed and implemented. Succession planning services were also provided, to ensure that the most productive, flexible, and promotable employees would be retained and effectively utilized.
Result:Decisions were formally documented and potential litigation averted through rating and ranking all employees on the basis of their skills and competencies against future needs. Thereafter, the company was able to effectively compete with highly flexible, competent, and motivated leaders and associates. Additionally, after identifying potential back-ups and high potential employees, the organization was well positioned in the event of unplanned vacancies in key positions. _______________________________________________________________________
M & A Integration and Divestiture to Retain Asset Quality During the Sale of a Financial Services Company _______________________________________________________________________ Issue: When
details of the sale of part of an organization had been agreed
upon, the company needed to retain value of the acquisition (via a full
sale price) by ensuring both employee and customer retention. From a talent management perspective, this
meant ensuring that key leaders and associates would remain, and be
productive, while the acquiring organization merged numerous internal
processes and while the remaining part of the company was merged with
the parent corporation.
effective transition strategy was formulated and discussed with senior
leaders of the part of the organization that was being sold and with key
leaders at the parent company. After incorporating feedback from all
key leaders involved in both the divestiture and M & A, the strategy
was finalized and implemented.
and leadership retention were maximized and high asset quality and
productivity levels were maintained during the nine-month sale of part
of the organization. Other parts of the organization were successfully
merged with the parent company. _______________________________________________________________________
To learn more about how we help organizations leverage change management initiatives, such as restructuring and downsizing, into opportunities for innovation and enhanced performance, read our Reinvention & Redesign brochure. __________________________________________________________________________________________
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