BEFORE:
Problems in the business units continued to mount. In spite of identifying dozens of issues, the unit continued to suffer and customers were extremely unhappy. Top management considered outsourcing the unit for no compensation.

AFTER:
After embarking in a very detailed diagnostics process, the unit identified its strategic issues and commenced the process of change design. After a couple of years, the valuation went from not recognizable to about $250M.

BEFORE:
The company had stagnant its sales revenues and was unsure of what else to do.

AFTER:
The company reduced its project risk by building a portfolio of three times as many diverse project ideas, implementing twice as many projects given the same budget funding, and growing revenues 30% per year for several years until the company was sold.

BEFORE:
The company was operating in a stagnant business. The existing organizational structure slowed operational processes and could not serve new needs. Personnel conflicts developed.

AFTER:
The company developed a new organizational structure. The employees fully embraced the methodologies used. Within three months, internal conflict decreased 90% and subsequent profitability increased 35%.

BEFORE:
Severe problems in existing processes were causing high costs, poor quality, substantial delays, and overall very low effectiveness.

AFTER:
The process-analysis and subsequent changes resulted in a dramatic change. The processes were updated to operate within existing cost budgets, at high quality, and within more rigorous time standards.

BEFORE:
As a startup, the company had a very informal entrepreneurial environment, spread across numerous initiatives.

AFTER:
Implementing a comprehensive action-item management system helped the company successfully finish projects on time, at the expected quality, and within budget.

BEFORE:
Although the company was using forms supplied by HR to evaluate employees, the CEO was not happy with the lieutenants’ and employees’ performances.

AFTER:
After cataloging project action-items performance and implementing the alignment program, individual and team performance went up dramatically and the company stock price doubled.

BEFORE:
The company had just lost a number of significant contracts, suffered massive layoffs, and lost core personnel experts.

AFTER:
Within three-years, the company’s progressive executives drove year-over-year valuation from $3M to $16M, to $29M, to $90M. The year that valuation ramped-up to $90M, senior management successfully sold the company.

BEFORE:
The company was growing sales with no profits.

AFTER:
Profitable sales per employee increased 400%.