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  • Culture Transformation Produces Performance Breakthroughs

    Culture Transformation Produces Performance Breakthroughs

    A company-wide survey in a European company revealed a corporate culture of “firefighting” and blame. These dynamics were contributing to weakened market performance in a highly competitive industry. This was further aggravated by an entrenched sense of arrogance that was fostered by the company’s long dominant position as one of their countries largest companies.

    Through a custom designed Breakthrough Performance leadership program the executive management team was able to:

    • Open communication among team members to increase collaboration and in one instance save over $4 million by implementing a recommendation that would have been ignored in the past
    • Breakdown silos in a manufacturing plant and work with the design office to redesign and save costs
    • Complete a manufacturing project three months ahead of schedule
    • Reduce key engineering cycle time from 28 to 18 days
    • Create a new opportunity for revenue in the patent department
  • Breaking Through “Business as Usual”

    Breaking Through “Business as Usual” Enables Financial Services Firm to Exceed Sales Targets by 25%

    In the poorly performing financial market of 2003, sales at a large financial services company were down 35% from the prior year. The General Manager’s business imperative was to meet his initial sales target by the end of the year. 50% of his top sales managers functioned under a “business as usual” attitude, limiting actions to what had been done in the past and beliefs that sales would be inevitably slow due to business conditions. They were particularly stopped by thinking they could not grow sales by offering new products to customers who had lost money in the financial downturn.

    By identifying new sales opportunities using breakthrough thinking and discerning new ways to optimize their already successful sales systems, the sales team broke out of their “business as usual” mentality. They created a strategy to serve new clients that they would have been ignored based upon their old sales beliefs. Previously, they would have continued to rely on their old model where 80% of their business came from 20% of their existing client base. This was no longer a viable model given the overall financial market slump. Breakthrough behaviors gave these sales people new insight into the needs and influencers of their buyers, thereby allowing them to effectively offer new products to their clients that greatly satisfied their financial interests.

    The company ended the year 25% above the initial sales target. The subsequent year was marked with promotions of many of the team members and an overall unprecedented level of sales performance.

  • Empowerment of Exec Committee

    Alignment and Vision Empower Executive Committee

    Following financial turmoil, a chemical company was challenged with a change in management and its structure. The newly appointed CEO had an imperative to unite and align his leadership team so that they would take on, and successfully execute, a recovery plan.

    The leadership team successfully aligned on a strategic vision, sharing best practices and collaborating in an unprecedented manner. They developed pathways to realize their recovery plan that established opportunities for acquisitions and divestments. As a result, they effectively and rapidly implemented the recovery plan.

  • 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
  • Internationally Aligned Vision

    Internationally Aligned Vision Enables Strategic Execution

    A computer software company, with subsidiaries in three countries, saw a need for the company to develop an effective leadership team capable of working transnationally and aligning upon a common strategy and vision for the future. The subsidiaries had not worked well transnationally. The context had been one of hierarchy, in which people worked locally with little collaboration between countries.

    Our work focused on creating an aligned leadership coalition to deliver on the intended short-term outcomes as well as creating the mission, vision, and a 10-year and 5-year strategic intent. Each participant chose a leadership project, the results of which would forward the mission and vision.

    With an aligned vision and mission to be used in all three countries, the participants completed their leadership projects producing specific results such as:

    • Synchronizing reporting system for all the countries
    • Launching transnational projects
    • Designing a strategy to develop their consulting business
    • Formulating new business opportunities in each country
  • Leveraging Sustainable Development

    Leveraging Sustainable Development Approach into New Business Opportunities

    The VP of R&D at a chemical company had an imperative to gain buy-in from the company’s executives and business heads to implement a multi-disciplinary industrial initiative dedicated to promoting innovations in sustainable development. The initiative would enable cooperation between chemical industries and environmental services with the potential for huge ROI for the company.

    The company’s executives would not consider the opportunity of projects originating from the initiative’s systematic sustainable development approach if they could not see the ROI. By coaching the client on developing an ability to enroll his peers, he was able to gain buy-in from the necessary executives.

    The client used his new competency in inspirational communication to:

    • Raise a substantial amount of public subsidies
    • Gain public recognition and buy-in from the very “numbers-oriented” CEO
    • Launch new products and processes with a significant intended ROI
    • Find new business opportunities through the angle of sustainable development and the initiative such as energy efficiency of current processes and remediation solutions for environmental liabilities


  • Cultural Transformation

    Cultural Transformation – from Silos to a Responsible and Open-minded Organization

    The second largest manufacturer and distributor of mailing systems realized that its “silo” organization was not prepared for the changes occurring in the marketplace. It was also not prepared to absorb its recent acquisitions, which would be key to the group’s expansion.

    To integrate the changes in the marketplace the company needed a new, open culture. Top management recognized a weakness in the management of multinational and transversal projects. Insigniam worked with the International Project Management Group’s top, middle, and entry-level managers who were already proficient in the most up-to-date project management methods and tools. Our consulting focused on facilitating the invention of new ways of conducting projects that would be consistent with an open, boundaryless culture. The ensuing coaching ensured the implementation of these new concepts.

    The measurable results were rapid and outstanding including:

    • Quadrupling the price per share in the four years after the engagement
    • Ending manufacturing backlogs and increasing productivity on the assembly line
    • Accelerating implementation of a new CRM system
    • Successful completion of projects which had been stalled for years

    After 18 months of intervention, the culture of the organization had shifted from a top-down controlled approach to a bottom-up responsible frame of mind throughout the organization with management supported, empowered, and challenged.

  • 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.

  • Increased Efficiency with Communication

    Increasing Efficiency with Communication

    The North American corporate and institutional banking division of a lead consultancy was experiencing rapidly growing demand for its services, however the large volume of requests for work left the team overwhelmed with no time for activity other than order fulfillment.

    The head of the division hired Insigniam with the intent to provide his group with an opportunity to interact as a team, and with a common language for productive communication to efficiently manage the heavy workload.

    Leveraging Communication Styles
    By distinguishing four different styles of communication as well as the interaction of these styles, the team gained insight into their individual and group communication. The team saw immediate opportunity to leverage their communication to improve the division’s performance.

    The engagement exceeded the client’s expectations and left his team enthusiastic to implement what they learned.

  • Leadership Makes a Market Impact

    Leadership Development Makes a Market Impact

    The head of a consultancy’s North American banking practice was challenged with developing his leadership team given the demanding requirements of rapid growth and heavy client demands. He knew that despite the lack of any available time to invest in development, if the team did not elevate their leadership to the next level they would inadvertently put a lid on the group’s overall performance.

    Discovering Synergies
    In a series of custom designed work sessions Insigniam supported the team in taking their leadership to the next level by discovering new synergies for operating as a tight knit team, delegating more effectively and developing their people to elevate their accountability and leadership with velocity.

    Expanded Capacity
    During and after the engagement the team continued to expand their ability to produce remarkable business results, promoting many of their direct reports and leveraging the knowledge of the team. Participants reported the leadership development as being directly applicable to making a market impact and increasing the groups’ performance.


    “Having worked with Insigniam over the last 18 months my management team has a far better appreciation of how they can improve their own leadership impact in both formal and informal settings and also a significantly deeper understanding of our team dynamics and how they contribute to our collective success.” — Managing Director of North America Banking