| Fortune 500 Chemical Corp. |
- Alignment of organization structure with steady business
growth Need for more rapid, entrepreneurial growth.
- Infrastructure could not support growth targets – triple revenues without equivalent increase in
costs.
- Introduction of 6 to 12 times more products then in recent
past.
- Design and integrate key processes to support growth.
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- Culture change: people expect more of others and themselves.
- Focus is on “leading” indicators as well as financial.
- Broad financial and non-financial indicators linked; aligned financial results to organization results to process results to the job performer.
- Integrated complex multi-national business.
- Cash flow cycle time cut in half.
- Increased revenue by 30%.
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| Petrochemical Corp. |
- New strategy development to
address competitive pressures.
- Transform from a refinery-efficiency
strategy to a market-driven strategy.
- Major functional areas operating more
independently than desired.
- Need to develop an entirely new supply chain
system – a more holistic approach.
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- $55 million in positive financial contribution within the first year.
- Strategy and business plans done cross-functionally.
- Improved demand forecasting tools, new price forecasting methods,
improved product blending methods.
- New process-focused measures: reduced variability, improved customer
service.
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