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  • Pharmaceutical Company Redesigns Processes


    Pharmaceutical Company Redesigns Processes to Support Rapid Growth Initiative

    The CEO of a mid-size pharmaceutical company had publicly announced that the company planned to double in size within four years. With recent acquisitions, the Medical & Scientific Affairs department had grown considerably. Many of the current processes were out of date, others were a collection of processes from the legacy companies and employees indicated a lack of awareness of the process for several key department functions. Leadership recognized that they could not simply “scale up” the existing processes (even the ones that were working) to meet future demands. Similar projects in other departments had taken nearly a year to accomplish. The client needed to complete this project, without full-time dedicated resources, in three months.

    The team determined which processes were working and which were not, where things got bogged down, and where there were redundancies. They mapped sixteen “as-is” processes that the department owned. This included who owned each step of the process and clearly identifying the output of the process. Then they did in-depth analysis of each of the processes, including identifying which steps were value added and which were not. In the end, the group mapped out eleven redesigned processes and then identified where efficiencies could be built into the processes.

    The group put together a detailed business plan and analysis, which was presented to the CEO. It recommended an implementation plan that had all eleven redesigned processes rolled out over the next three years. In record time, the team redesigned processes leading to over $750,000 in cost savings for just the redesign process.

  • Breakthrough Thinking Enables Supply Chain to Generate Revenue and Meet High In-Stock Demand without Increasing Warehouse Space


    Breakthrough Thinking Enables Supply Chain to Generate Revenue and Meet High In-Stock Demand without Increasing Warehouse Space

    The supply chain organization at a large auto part company was challenged by two key initiatives: 1) to keep operating expenses flat compared to the previous year and 2) to increase store in-stock levels to 96%. The expectation was for these two seemingly opposing objectives to be achieved while simultaneously implementing best practices throughout the organization’s eight distribution centers.

    Bringing breakthrough thinking to the organization’s employees enabled them to formulate an idea to not only keep operating expenses flat – but also to have the supply chain actually produce revenue by providing their supply chain services to other companies. They succeeded at implementing their breakthrough idea, with a $5 million contract with another auto part company. Furthermore, the organization successfully responded to its rapidly growing business demand for higher in-stock levels with no increase in warehouse space.

  • Leading Beverage Company Increases Productivity


    Leading Beverage Company Increases Productivity and Employee Satisfaction Simultaneously

    At the same time that an organizational survey revealed significant levels of employee dissatisfaction about life-work balance, the vice president of research for a leading beverage company faced an imperative to significantly increase productivity in response to competitive demands and a freeze on increasing head count.

    Insigniam Performance was hired to facilitate a sustainable breakthrough in productivity while simultaneously increasing employee satisfaction. The net result was significant measurable improvement in several key performance areas, a new process for setting research strategy and priorities, and measurable improvements in both employee morale and employee engagement in executing the strategy.

  • Creating Growth in a Mature Market


    Creating Growth in a Mature Market

    A leader in the auto parts retail business was challenged by a rapidly changing industry with a great deal of competition. After dominating the space for many years with a reputation for excellent customer service, the company found themselves under new pressures and their stock was not growing. The competition had newer stores with better locations. The whole quality movement of the car industry changed their auto parts industry. Longer car warranties and improved car quality meant there were less repairs and therefore less need for parts.

    A newly recruited CEO formed a new executive coalition, dubbed the “40-headed CEO”, with the intention of breaking down historical silos and turf issues. They created a strategy for the entire business that shifted them from a parts mentality – which had blinded them from seeing new opportunities like soft parts, car phones, etc. – to a vehicle solution business. They got themselves out of the brick and mortar mentality. The new opportunities lead to a complete overhaul of their business.

    The company grew exponentially under the new leadership and strategic direction. At one point they were the fastest growing stock in the S&P500. New stores opened at a record pace, while same store sales enjoyed renewed success. The company once again claimed its place as the leader in the auto parts retail business.

  • 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.

  • ERP Upgrade Produces 100% Accurate Reports


    ERP Upgrade Produces 100% Accurate Reports

    After a catastrophic ERP implementation at a large food consumer product company, the organization avoided upgrading its system until it was no longer possible. Having had a negative experience, the company wanted to ensure that this new large upgrade would be a successful, on budget project with 100% customer satisfaction.

    Overcoming the Past
    In order to make the implementation a success they needed to overcome:

    • Internal scrutiny of ERP and fear of another failure
    • Lack of enthusiasm and alignment on the project
    • Uncertainty about senior management’s support

    Transforming the Context
    We worked with the project’s core leadership team to generate breakthrough thinking and create an inspiring context for the upgrade. By engaging all members of the project in the inspiring context, the team overcame their fears and cynicism and committed themselves to a successful ERP upgrade. Follow-up coaching ensured the fulfillment of their commitment to meet or exceed the project deliverables.

    Breakthrough in Accuracy and Employee Engagement
    Although their original ERP implementation was disastrous, this ERP upgrade was completed ahead of schedule, within budget and with 100% accurate reports. By introducing breakthrough principles to the entire IS Department, Gallup Survey scores increased by 365% for satisfaction and employee engagement and the department was named the #1 IT department by Computerworld Magazine (after having been ranked #117 in the previous year).

  • Pharmaceutical Triples Manufacturing Capacity


    Pharmaceutical Triples Manufacturing Capacity

    A Global 100 pharmaceutical company dealing with product shortages, needed to expand its manufacturing capacity. Although they created a new biological manufacturing process to reduce waste and increase productivity they needed to acquire FDA approval, install the process, and build a larger manufacturing site. Historically, the company’s execution of large-scale projects was poor, resulting in budget and time over-runs.

    New Thinking and New Collaboration
    The team identified behaviors and beliefs that hindered their performance and established a new perspective on large-scale projects. The team conducted meetings with contractors to stimulate breakthrough thinking around how to execute projects. The project teams enhanced efficiency and communication to produce great results, specifically tripling the company’s manufacturing capacity and winning the President’s Award for Best Continuous Improvement Team. Unlike most capital projects, this project did not go over budget or timeline.

    “Through working with Insigniam Performance, I now see what is possible when a cross-functional group and a project manager really become one team. The way the team is now working together, the way all members take ownership of the whole expanded capacity (even outside their functional accountability) and the way we are identifying potential breakdowns out into the future and handling them now, up front, is beyond anything I could have imagined before we formed this Breakthrough Team.” — Participant

  • Reaching Compliance, Exceeding Profit


    Accelerating Return to Compliance

    The Biologicals Division of a Global 100 Pharmaceutical company had received multiple 483 warning letters from the FDA for two of their plants and was determined to avoid a consent decree. The FDA had recently increased scrutiny in their industry category with four other companies receiving warning letters — two of which had moved into consent decrees.

    Commitment vs. Resignation
    Despite vocal concerns throughout the organization that there was insufficient capacity to take corrective action and still meet demands of usual operation, the client committed to reducing the time to reach compliance while maintaining revenue targets and remaining within their expense budget.

    Strategic Context Propels Breakthrough Performance
    The plants with compliance issues had vastly different cultures, operating procedures, and management practices. At the same time the organization was in the midst of an ERP implementation such that processes, systems and structures were dramatically changing. The team came together to return to compliance and increase profits by:

    • Creating a powerful cultural context for superior quality, effective compliance and profitability
    • Launching breakthrough projects to fulfill on the new context
    • Redesigning 26 quality systems simultaneously to leverage the opportunity of the ERP implementation and sustain the new standards for compliance and quality
    • Designing team behaviors to empower problem solving, communication, coordinated action and breakthrough thinking
    • Creating an enterprise wide engagement campaign to align and mobilize the entire workforce of both plants and corporate to embrace the new context and meet the breakthrough objectives

    Reaching Compliance, Exceeding Profit
    The client met the challenge of the warning letter and won credibility with the FDA while exceeding its profitability goal by 13 percent — a breakthrough in light of the monetary investment required to regain compliance.

    We used Insigniam Performance to help us rapidly and effectively respond to current regulatory challenges while proactively designing our company for the future.” — Senior VP & General Manager, Biological Products, Fortune 100 Corporation

  • From 35% Behind to Exceeding Targets


    Sales: From 35% behind, to Exceeding Targets.

    One of the foremost biotechnology companies in the U.S. decided to expand its operations from research, development, and licensing to full cycle product development, including marketing, sales, and delivery. In one year, the company created a marketing and sales organization and increased their employee population by nearly 40 percent. That same year they successfully launched a new drug that had a groundbreaking effect in the treatment of a major disease. However, by the third quarter of the following year sales were 35% behind target.

    Strategic Mindset
    Insigniam worked with a group of 25 senior executives, managers, and employees in Sales and Marketing to adopt a mindset appropriate to the new strategic direction of the company. Standing in this new perspective, the team identified new critical success factors and pathways to effectively execute against their breakthrough goals. The team also took on their own ability to mobilize and lead the organization to a new era.

    Exceeding Sales Targets – 300% Stock Appreciation
    The company exceeded all sales targets – including recovering 35 percent sales deficit and surpassing goals by 3 percent. It has continued high levels of sales performance, which resulted in a 300 percent appreciation in stock price in a two-year period.

  • Breakthrough in Cross Geographic Partnership Improves Performance


    A medical device company was ready to manufacture a new medical device that was seen as critical to the future success of the business, however the manufacturing site in Ireland was causing delays and pushback.

    The resistance stemmed from an “us versus them” paradigm that was a remnant of cultural tension that had not been overcome in the previous acquisition. The leadership hired Insigniam to facilitate a partnership breakthrough between U.S. headquarters and the plant in Ireland, and to produce a breakthrough in the production quality of the medical device.

    As a result of the work, the Ireland team and U.S. headquarters aligned on common objectives and utilized the breakthrough communication methodology to build more buy-in and cooperation.