TruePoint and its predecessor firm, the Center
for Organizational Fitness, have worked with
more than 200 organizations in diverse industries
around the world during the past 15 years. The
following chart briefly summarizes the situation
and outcome of our work in a representative
cross-section of companies and industries.
|
Company:
Situation |
Work
and Impact |
| Restaurant
Chain: New CEO needs to reinvigorate
growth and profitability across 400 units
and 20,000 employees |
- New strategy and leadership agenda
- Improved unit-level revenues, margins,
customer satisfaction, and employee
turnover
- Redesigned organization and management
systems
|
| Major
Defense Contractor: Changing market
requirements demand rapid development of
new homeland security business, as well
as revitalization of old defense products
|
- Rapid transformation to new solutions-focused
organizing model
- Structural redesign to capitalize
on vertical segment opportunities
- Deployment and implementation of new
roles/responsibilities across major
business processes
|
| Foreign Subsidiary of a Global Software Company: Market
changes and retirement of long-time CEO
result in need to re-examine strategy and
organization |
- New CEO given effective platform for
leadership
- Rapid transformation of business from
product and sales orientation to focus
on distinct customer segments
|
| Global
Medical Technology Company: Good
strategies at corporate and business unit
level not being implemented effectively |
A seven year partnership
with 3 CEOs:
- Dramatic change in strategic alignment,
commitment and performance
- Applied Strategic Fitness Process
in over 40 units — corporate,
business and country units
- Change in role of HR from transactions-focused
to business partner
|
| Latin
American Region of Fortune 500 Pharmaceutical
Company: New leader taking charge
of poorly performing region with autocratic
culture and poor leadership |
- Significant improvements in leadership,
strategic alignment, employee commitment
- Doubled rate of revenue growth
|
| High
Technology Business: Poor coordination
in global organization hampers new leadership’s
efforts to improve performance |
- Global organizational redesign, plus
strengthening of leadership team and
dramatic improvements in coordination
- Improved profitability by factor of
6
|
| Global
Software Company: New CEO needs
his senior team to fully support an ambitious
vision and strategy to double rate of growth
over next five years |
- Work with leadership team resolved
disagreements and discomfort with the
CEO’s aggressive aspirations while
clarifying roles and working approach
- Strategy was translated into “phased
releases” that could be understood
and executed by the organization
|
