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The High Cost of Old  Perceptions
The Scenario:  A major financial services company  wanted to expand its market by introducing a new credit card. The organization's  leadership was heatedly split--introduce the card to current card users or to new  customers only. Traditional research and analysis methods had provided inconclusive data.

Our Assignment:  Discover the best course of action.  Using our advanced research and polling methodology, with a unique prescriptive feature,  the 'collective wisdom' of the marketplace was probed and intelligence uncovered that  had remained hidden to other research methods. These findings were conclusive. Do not to  introduce the card to current customers. Negative consequences will result.

The Results: Despite these findings, a decision was  made to introduce the card to current customers. This

A Changing Aerospace Market
The Scenario:  A leading aerospace company was  experiencing both the benefits and challenges of substantial growth. The dramatic shift in  the business from a high cost, low volume, handcrafted production to a high volume, low  cost, common products scenario was taxing the organization's methods and procedures. A  major re-engineering and associated downsizing of the work force had also reduced trust to  an all-time low and senior leadership was divided into factions, resulting in stove piping  at all levels of the organization.

Our Assignment:  Revitalize the work force, rebuild  confidence, and put in place trust-based teaming and collaborative norms of behavior. Our  program was rolled out to 23 separate matrix and program organizations, involving 2,300  people. It included team development and strategic planning, on-site coaching, 360-degree  feedback, follow-up sessions, productivity training, workbooks and computer support  programs, and the application of special survey methodologies. Sessions included  customers, suppliers and strategic partners.

The Results:  The company's executive vice president  reported that was the first intervention that actually produced recognizable and  measurable change and, three years after its initiation, the program continues to assist  the company in maintaining its leadership in this competitive industry.

Creating a Single Culture After Merger
The Scenario:  Twelve years after the merger of two  multinationals, the leadership realized that two divisions were still operating as  independent companies. The problem was magnified by a separation of some 3,000 miles and  different corporate styles. Misunderstandings, turf issues, redundant services,  overlapping of responsibilities, a lack of equitable resource sharing, and resistance to  change were present.

Our Assignment: 

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