Business transformation case
studies
We are
proud of our 20+ year legacy of achieving successful business transformations by truly collaborating with our customer organizations. Although no
two organizations are exactly alike and each will require a custom design when it comes to transformation, reviewing highlights from our
substantial body of organization design work is a great place to start if you are considering an outside partner to help you transform the business. We
think (and our customer organizations agree) the work we do and the immediate and sustainable results we achieve speak for themselves.
Click on a company name to see a summary of the case study. You will
also have the opportunity to request to receive the complete organization design case study
via e-mail.
American Express:
Travel Financial Capture (TFC) Group
Overview
Organization
design and culture change process at AMEX’s Travel Financial
Capture group
Background & Scope:
The Travel Financial Capture (TFC) group at American Express handles
all billing, financial reconciliation and accounting related to airline
ticketing and transactions around the world. Employing 400+ people, TFC
is a mission-critical department in “the world’s #1
travel agency.”
Challenges:
- Fragmented business
processes created errors and losses
- Supposedly aligned
groups weren’t working together effectively
- The workforce was
disconnected from the business strategy
- Highly dissatisfied
customers
- Low employee morale
due to ongoing reengineering, outsourcing and resource shortages
- Poor preparation of
staff for new information technology initiatives
|
Results:
- Eliminated functional
silos while highlighting the interdependence of the various groups
- Increased collective
and individual morale and employee investment
- Reduced employee
defensiveness, increasing receptivity to change
- Increased
TFC’s ability to respond quickly to their fast-changing
business environment
- Changed primary focus
from deficiencies—things that were broken—to
recognize and leverage positive performance and proven, successful
practices already in place
- Developed a leadership
& ownership mentality at all levels of the business
|
Request
this full case study
Return to list of case studies
American Express:
Corporate Services Operations (CSO)
Overview
ON THE MARK revitalizes senior leadership team and dramatically improves business performance
Background & Scope:
The Corporate Services Operations (CSO) group at American Express supports Corporate Card purchasers, helping these organizations manage their travel, entertainment and purchasing expenses. Since each of these corporate accounts, typically Fortune 2000 companies, may have thousands of active cards, the business unit plays an extremely important role within the AMEX family.
Challenges:
- Impaired business performance
- CSO ranked at the bottom 20% in employee satisfaction
- One of the poorest performing businesses within AMEX's Utility Centers
- Little to no faith in leaders
- Leaders no longer had the courage and confidence to address the underlying issues
|
Results:
- Exceeded Customer Satisfaction measures in all market segments; with double-digit improvement
- Started at the bottom 20% in employee satisfaction; moved into the top 5%
- Achieved the lowest employee attrition amongst AMEX's Utility Centers
- Business unit used within the company as a model
- Newcomers to the group have commented 'they’ve never seen a better-run business'
|
Request
this full case study
Return to list of case studies
BAE Systems: BAE Air Systems
Overview
ON THE MARK helps to develop business strategy to changing market conditions and prepares systematic, organizational responses at BAE SYSTEMS
Background & Scope:
BAE SYSTEMS is an international company engaged in the development, delivery and support of advanced defense and aerospace systems. The company designs, manufactures and supports military aircraft, surface ships, submarines, fighting vehicles, radar, avionics, communications, electronics and guided weapon systems.
BAE SYSTEMS has
• Customers in some 130 countries
• More than 90,000 employees
• Annual sales of approximately £12 billion through its wholly-owned and joint venture operations
BAE Air Systems was a business unit of BAE Systems responsible for the design, manufacture and maintenance of military aircraft.
Challenges:
- Expenses exceed income
- Complicated business model
- Overstaffed in some areas; understaffed in others
- New management team (less than one year old); roles and responsibilities were poorly defined
- Internal performance issues
- Poor allocation & sharing of resources
- Increased competition
- Previous consultant failed to get results
|
Results:
- Headcount reduced to match business needs
- Performance management programs put into place to stabilize performance
- Clearer, unclouded, and deep understanding of how the organization works
- Decisions no longer made in isolation; effects to other parts of the business considered
- Renewed confidence and improved employee morale
|
Request
this full case study
Return to list of case studies
Arizona Department of Economic Security: Community Services Administration
Overview
Community Services Administration Funding Formula
Redesign Project
Background & Scope:
The CSA administers a complex web of services and fund sources through contracts with
Community Action Agencies (CAA) and Community Based Organizations (CBO). There are
two purposes of programs and funding:
1. The primary purpose is to strengthen community capabilities for planning and
coordinating a broad range of assistance and funds in a manner responsive to local
needs.
2. The secondary function is the organization of a range of services related to the needs of
low-income families and individuals, so that these services have a measurable and
potentially major impact on the causes of poverty.
As the administrator of programs and fund sources, the CSA is obligated to ensure services
and expenditures comply with federal and state requirements.
Challenges:
- Methodology for the dispensation of funds no longer relevant
- Focus on serving the target population was lost
- Contention and distrust between agencies prevented moving forward
- Ability to effectively run the process was hampered by existing relationships and historical baggage
|
Results:
- Increased behavioral support of the new funding formula
- Increased advocacy of DES by involved stakeholders and constituents within their own communities/organizations
- Decreased number of complaints associated with funding formula
- DES lauded for introducing objectivity into the process by going outside for project assistance
|
Request this full case study
Return to list of case studies
City of Phoenix: Human Services Department
Overview
ON THE MARK helps the City of Phoenix,
Human Services Department, to develop a common
business direction and successful execution based on
strong support and commitment from the entire
business
Background & Scope:
The Phoenix Human Services Dept [HSD] provides a comprehensive array of services that help people achieve their highest level of self-sufficiency. Services and programs reach a diverse population of Phoenix residents; including, preschool children participating in Head Start programs, older adults attending senior center activities, the Work Force Connection Program, and Parks and Recreation programs. HSD programs provide a safety net to the community, working to prevent homelessness, maintain independent living and keep at-risk youth in school. The Department's services extend a helping hand to residents in times of crisis or need. Currently, HSD operates with a $63.5 million annual budget and 600 full- and part-time employees. HSD has four primary divisions, each with a Deputy as the division head who is responsible for dozens of community, out-reach and educational programs. The department operates 17 senior centers, 150 Head Start classrooms and four family services centers.
Challenges:
- Strategic direction lacked common understanding and commitment to its implementation
- Departments operated in silos with little deliberate cross-divisional coordination or communication
- organizational culture needed to embrace a common direction and an effective system for planning and execution
- Employee survey results showed signs of employee disengagement and dissatisfaction, and disconnect and from HSD senior management
- Poor end-customer satisfaction
- High levels of frustration among the staff
|
Results:
- A clearly defined vision, mission, set of values and
corresponding action plans
- New opportunities for cross-divisional initiatives identified
- Improved client outcomes
- Established consistent and clear communication strategies
- Six strategic initiatives presented to city management with an opportunity for open feedback, breaking through
barriers of previous silos and the lack of information flow between departments and segments
|
Request
this full case study
Return to list of case studies
Nestlé UK & Ireland: HR Redesign
Overview
ON THE MARK develops HR Professionals into Strategic Business Partners for Nestlé UK and Ireland
Background & Scope:
Nestlé UK and Ireland is a subsidiary of Nestlé
SA, the world’s foremost nutrition, health and wellness
company.
Nestlé employs almost 7,000 people across 23 sites in the UK
and Ireland. The company is structured into Nestlé UK Ltd
(food and beverage, confectionery and Nestlé Nutrition),
Nestlé Ireland, Nestlé Purina Petcare,
Nestlé Waters, Cereal Partners UK (a joint venture with
General Mills) and Lactalis–Nestlé Chilled Dairy
Company Ltd, a joint venture with Lactalis. It is estimated that around
95% of households in the UK consume Nestlé products.
Challenges:
- Business was facing substantive changes
- HR team not confident nor equipped with skills & tools to meet the challenges
|
Results:
- Equipped HR professionals willing and able to partner with the business
- HR delegates the skills, methodologies, tools along with feedback, guidance and wisdom essential to address the opportunities being presented by the business
|
Request
this full case study
Return to list of case studies
Nestlé UK & Ireland: Sales Function
Overview
Nestlé
UK & Ireland achieve higher-than-expected growth as a result of
successful redesign of its sales organization
Background & Scope:
Nestlé UK and Ireland is a subsidiary of Nestlé
SA, the world’s foremost nutrition, health and wellness
company.
Nestlé employs almost 7,000 people across 23 sites in the UK
and Ireland. The company is structured into Nestlé UK Ltd
(food and beverage, confectionery and Nestlé Nutrition),
Nestlé Ireland, Nestlé Purina Petcare,
Nestlé Waters, Cereal Partners UK (a joint venture with
General Mills) and Lactalis–Nestlé Chilled Dairy
Company Ltd, a joint venture with Lactalis. It is estimated that around
95% of households in the UK consume Nestlé products.
Challenges:
- Experiencing declining
sales value with decreasing profit margins
- Nestlé’s
Food category lacked scale
- A continuing trend of
missed top line sales value targets each year from 2003 to 2006
- Confectionery division
had been going through a turnaround experiencing much turmoil, staff
turnover and leadership changes
- In their market space,
Nestlé UK&I, regarded as slow and bureaucratic, was
rated 13th in a leading industry benchmarking study – well
behind its main competitors
|
Results:
- Higher levels of
access within the customer organizations
- Ability to leverage
price increases; previously near impossible
- Improved organic sales
growth of across all categories
- Sales and profit
stretch targets exceeded; sales overhead costs reduced
- Customer Service rated
No. 1 in multi-category suppliers and No. 2 overall for the Beverage
business by Advantage Group, an independent industry benchmarker
- Received
“GROCERY MANUFACTURER OF THE YEAR” award
|
Request
this full case study
Return to list of case studies
Royal Mail Group:
Parcelforce
Overview
ON THE MARK develops internal capability of ParcelForce Worldwide to redesign itself; then supports the change from behind the scenes
Background & Scope:
Parcelforce Worldwide [PFW] is the UK parcels shipping business of Royal Mail Group. It delivers over 160,000 parcels every day and serves over 21,000 business customers; the business operates a fleet of 1,600 vehicles from 48 operational depots and also operates a domestic and international hub. PFW employs over 2,000 people. The parcels market in the UK is extremely competitive, with many large operators, often subsidiaries of larger organizations such as TPG and Deutsche Post, competing for market share. Price and service quality are the prime dimensions of competition in the parcels business.
Many competitors operate a franchise model giving them cost flexibility – as the operation part of the business is resource heavy, as well as a sharp commercial focus locally. There is a high degree of flexibility in the service offerings to customers and rapid change, such as the integration of technology into track & trace, dispatching systems and even integration into customers’ own logistics management systems.
Challenges:
- Consistently lost money for over 15 years
- Years behind their European competitors
- Incredibly rapid evolution of parcels market; failure to adapt or position itself for change
- Prior work showed a sweet spot in express market, however, no concrete plan existed to get there
- Decision to close Parcelforce was made but suspended in principle to allow the executive team five years to turn the business around; the clock was ticking
|
Results:
- Achieved operational breakeven at the end of 2004 and into 2005
- In 2005/06 PFW achieved 7% growth, 16% improvement in operational efficiency and a profit of £5m
- The 2006 Annual Report noted “a strong acceleration in improvement in the second half of the year as a
result of changes made in the first half”
- In 2006/07 PFW again achieved growth of 8% over 05-06 and made a £17m profit [before business
overheads]
- New organization structures implemented
- New decision processes in place to support new structure & commercial culture
- Commercial recognition/reward terms & conditions introduced
|
Request
this full case study
Return to list of case studies