image description
  • 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
  • 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.

  • 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.

  • Successful Change Management by Measuring Performance and Engaging Employees

    Recognizing that there was an opportunity to drive competitive advantage through its procurement practices, a global food company hired an internal rising star as its chief procurement officer. In a reorganization effort of the management structure, Procurement was only one of two groups that remained global, rather than regional, to achieve the economies of scale for the company’s total buy.

    The new chief of procurement committed to and commenced transforming the procurement department and enrolled the procurement leadership team to spearhead this effort. She hired Insigniam to empower the team to drive competitive advantage and to support the successful re-organization initiative.

    Insigniam consultants met with the change management planning team to develop a global communication plan. They also developed these 60 participants to be change leaders maintaining a mood of inspiration throughout the initiative.

    Utilizing the Kirkpatrick Five Tiers for evaluation, the fundamentals of Six Sigma performance measures, and the company’s critical financial metrics, the lead team developed a series of metrics to track success. The measurement system enabled the identification of indicators of breakdowns. The leadership team used this measurement system to maintain a high level of performance throughout the initiative, by setting a high baseline of performance with the executive team.


  • 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.