Case study #1
The head of the South American division of a high-tech company needed to increase the sales of one product by 20% over a two quarter period. The directors of sales for that product reported directly to the company’s head in each individual country. There was no formal structure to mobilize the individual, disparate sales organizations to work together to leverage ideas, network for cross-selling and sharing resources. The head of the South American division needed them to work together to identify and implement effective collective solutions. He needed a structured process to pull people together to meet his challenge and he needed it fast.
An outpatient specialty clinic within a large hospital was steadily seeing a decline in the number of patients coming to the clinic for treatment. Many were choosing smaller specialty clinics farther distances from the community. We explored the reasons and found that wait times at the hospital were four times what they were at other clinics and quality of care was perceived as inferior.
A wide range of healthcare specialists were involved in patient delivery and all reporting into different structures with different bosses. The director of the hospital needed to address a multitude of issues and create successful solutions that would ensure buy-in by all stakeholders.
