Your Situation

Nobody likes to talk about failure, but it happens; and, if you’re in charge, you must fix the problems in your organization. You know you have a major problem on your hands if an operation is losing money or a major project is burning through resources without producing results. There are more subtle signs of trouble that you may not notice unless someone brings them to your attention. These include employee complaints and “sneaker nets,” workarounds that employees devise when technology doesn’t support the way work actually gets done. Whether the trouble is subtle or glaringly visible, it helps to have someone from outside your system provide an objective view of the problem(s) and lay out a path to recovery.

What We Bring

  • We excel at the rapid response protocol required for running successful rescue operations.
  • We’re also systems thinkers. When we begin a recovery mission we take a deep dive to discover systemic issues that are contributing to operational and/or project failures.
  • Please take a look at these case studies about successful turnarounds: $100 Million Recovery and Power Boost for Power Company

What You Can Expect

  • If your foundering project or operation is salvageable, we can turn it around.
  • We can analyze your situation, make recommendations, and give you a cost estimate, within a few days or weeks—depending on the complexity and scale of the work we’re looking at.
  • When we’re done, all organizational elements will be aligned:
    • People
    • Projects
    • Processes
    • Culture
Iceberg Systems thinkers often use the iceberg as a metaphor for complex systems because only a small portion of a complex system is observable directly. Organizational culture is an example of an invisible element in a business. Every company has a unique culture, but it is usually unspoken. Culture determines how people communicate with each other, how work really gets done, whether the hierarchy is rigid or flexible, the quality of the coffee, and many other intangible experiences of working life. Some cultures evolve with changing business drivers. In other cases, organizational change needs to be an explicit objective.

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