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  • Transforming to Internal Partner

    Transformation of a Purchasing Division into an Internal Business Partner

    The Purchasing Division of a beverage company had to move its focus from cost efficiency and savings, to being a true partner to the business and to the R & D Department in terms of innovation. The client needed to accelerate the transformation of purchasing into supply and sourcing development.

    The worldwide purchasing committee — comprised of purchasing directors from the main business units around the world, as well as purchasing executives from corporate — participated in a two-day work session to create a vision and critical initiatives for 2007. They also developed practices for implementation.

    The client finished the engagement with a clear actionable plan to rapidly transform the Purchasing Division by:

    • Creating a bold and inspiring vision
    • Building a strong partnership with the R&D Division
    • Developing critical initiatives thatwere innovative
    • Assigning someone to coordinate the execution of the initiatives
    • Successfully completing all initiatives, thus demonstrating the transformation
  • Exceeding Fundraising Targets

    Developing Stature Empowers Film Producer to Exceed Fundraising Target

    A film producer had a business imperative to raise 700,000 euro, within three months, for a controversial documentary. The controversy raised by the project was making it difficult to convince movie financing institutions and companies to invest in her project.

    In a series of coaching sessions, the client increased her effectiveness in developing stature when defending her projects with financers, directors, and peers in the industry.

    Ultimately, the client raised 800,000 euro for her project. She gained buy-in from one of the most famous documentary directors for her controversial project. Furthermore, she established funding for a second and third project. These results constituted a real breakthrough for the client in her capacity to deal with expensive projects, challenging partners, and controversy. Not only did she succeed in producing the film, the client’s documentary has been selected to compete in Cannes Festival.

  • Fostering Innovation in R&D

    Breaking Geographic Silos and Fostering Innovation in R&D

    As part of the reorganization of the R&D department of a large beverage company, two R&D groups located in different geographic locations in France were merged. Prior to the reorganization their mission had been to maintain and develop the existing waters and beverages. The new team was charged with a mission to create innovative products. A year after the merge, the team was still operating as two separate groups with no foreseeable innovation.

    The engagement began with an assessment to reveal what was preventing the team from producing breakthrough innovations and quality products, as well as to assess the opportunities not yet leveraged.

    Utilizing the insights from the assessment, we facilitated the transformation of two merged units into one team, speaking as one voice aligned on a powerful common future. The team aligned on a bold vision with results to be produced by the end of the year. Mid-year, they celebrated an “Innovation Day” for Marketing, Procurement and Manufacturing, which was the first of its kind in the R&D Department. The event was a demonstration of their ability to provide value to their internal clients and partners.

    At the end of the program, the Managing Director of R&D assessed that the productivity and creativity of the team was significantly enhanced, as well as their visibility in the division. She remarks that their enthusiasm is still contagious throughout the rest of the unit.

  • Winning $3B in Contracts by Recovering Poor Customer Relationship

    An automotive manufacturing company needed to improve their relationship with a key customer and shareholder. The company was at risk of losing contracts with this critical customer, possibly resulting in factory closure. Recovering the customer relationship was essential.

    Insigniam’s customer relations’ consultants conducted a series of interviews with the customer as well as with the company’s sales, design and technical people. The interviews revealed that the issue was not technical.

    The consultants worked with the team to help them take responsibility for making the relationship succeed. The team invented the aspiration of being the customer’s “supplier of choice”. This informed their actions and led them to completely transform the relationship with the customer. Project teams became seamless. The historic “us versus them” attitude no longer existed.

    As a result, the company won every single contract the customer issued in 2010. This came to a sum of nine contracts totaling, $3 billion. The customer also granted the company “the best supplier” award that year. This constituted a complete turn around from what was predicted.

  • Leadership Development Lab Strengthens Fragmented Organization

    A research & development division of a global food company lacked alignment. They needed to develop a unified vision to move out of a siloed and geographically fragmented dynamic. They wanted to achieve a breakthrough in their leadership collectively and individually while increasing their ability to impact and influence the business.

    They hired Insigniam’s leadership development consultants to facilitate the drafting of a unified vision and build the individual and collective leadership capacity of the R&D division.

    A leadership development “lab” was piloted with an initial group of 30 people. The pilot was such a success that six more sessions were planned with up to 25 people in each. Close to 200 people went through the leadership development lab. The participants left the program equipped with a new set of leadership competencies and created the R&D vision. Additionally, they identified key leverage projects to fulfill on the vision.

  • Accelerating Patient Recruitment in a Study Involving 25 European Countries

    A pharmaceutical company’s clinical research team was missing a critical deadline. They were in the patient recruitment stage for a international study on a type 2 diabetes drug. They needed to meet legal requirements in each country to conduct the trial as well as recruit the patients. Finding the appropriate patients to fit the medical profile of this particular drug posed an additional challenge. They also had to overcome cultural differences of working in multiple European countries.

    When they hired Insigniam’s European healthcare management consultants, they were already behind schedule in patient recruitment. During a three-day work session the consultants worked with the pharmaceutical company in their clinical research organization. The CRO repeatedly made empty promises. Finally the CRO manager was asked to leave the room and the real issues in meeting the deadlines were revealed; lies were uncovered. Everyone learned how to overcome the cultural differences. Cultural norms were revealed and new practices in communicating were established. For example, in some cultures people are very fearful of authority so they cover up mistakes with lies. In other country cultures being angry is unacceptable. These cultural issues were overcome.

    As a result they finished the patient recruitment on time. They replaced the ineffective CRO manager. The team learned how to rise above cultural differences.

  • Growth and Profitability through the Rollout of Cultural Values

    During a global recession, a multinational food company needed to transform the organization from losing money back to profitability and growth. As a means of improving growth, the company leaders wanted to spread the company’s cultural values globally while maintaining a highly decentralized global operation.

    They worked with Insigniam’s business culture consultants to build a strategic frame for the organization. This was brought down to the next layer of leaders in a breakthrough thinking session. They designed a plan for rolling out the strategic culture globally. The consultants trained internal trainers to act as cultural ambassadors and they formed an internal leadership training program.

    The company successfully rolled out a fortified new culture based on the company’s values. As a result, they moved from losing money to profitability and growth. The leadership training program was deployed to 9,000 people. The senior leaders believe the leadership training program was an instrumental component of their success.

  • 50% Increase in Sales by Cultivating Teamwork

    An airline software company needed to increase sales. They had not done business with any small airlines and did not believe they could tailor their offerings appropriately for small airlines. However, different functional groups were not taking advantage of opportunities for collaboration. Furthermore, competition between people and teams were detrimental to the company’s success and ability to meet market challenges.

    The team worked with Insigniam’s breakthrough consultants to learn the breakthrough thinking methodology. They then formulated a breakthrough goal of a 25% increase in sales. They designed multiple projects to deliver on the goal. The projects and opportunities they found that would provide a real transformation in sales centered on cross-functional collaboration and agility.

    The organization worked to cultivate a sense of teamwork and shared success. By the end of the project they had doubled their breakthrough goal of a 25% increase in sales and had achieved a 50% increase.

    Client quote: “The notion of Breakthrough is inspirational. A new openness, cast a new light on doing something I had always wanted to do but didn’t have critical mass amongst leadership. Not everyone believed in it, but enough did. I was able to go to people to help me who I otherwise would not have. There was a new openness to go after new business, enough support, and enough people. Insigniam opened the door in building trust and enrolling certain leaders.”

  • Creating a Culture of Breakthrough Performance

    The Leadership Team of a pharmaceutical diagnostics business was viewed as unproductive by senior leadership. The head of the team had a business imperative to build a culture of breakthrough performance and productivity within his team.

    He hired Insigniam’s breakthrough performance consultants to engage the team in leadership development. The initiative had four facets: 1) to reveal the current paradigm that was at the root of weak performance, 2) to invent a new context of innovative thinking and leadership to generate breakthrough results, 3) to formulate a vision for the business that included measures, goals, and milestones as well as an execution plan, and 4) to identify the operating principles and practices that would constitute the new performance culture.

    The Leadership Team delivered on all four aspects of the initiative. That year, they had their best year to date.

  • Change Management—Global Organizational Structures Successfully Transformed

    The head of Regulatory for a key business unit in a large pharmaceutical company wanted to change the business structure. She needed to transform the organization, and break the functional lineage and to create global, matrixed product teams.

    She hired Insigniam’s management consultants to support the change management process and implementation of the new structure. They worked together to develop and formulate the Global Regulatory Leadership Team as a high-performing team, successfully leading the implementation of the matrixed team structure. They also articulated and aligned on a new context that included creating a culture of accountability, ownership, collaboration and breakthrough performance.

    Interviews of internal customers before and after the engagement demonstrated a marked elevation of performance in the regulatory organization. The division was perceived as more much efficient, validating the change management and structural implementation.