| IT Consulting Firm |
A rapidly growing division of a services company suddenly encountered a no-growth revenue situation that subsequently exposed redundant levels of management, unclear roles and responsibilities and no Profit & Loss accountability short of the CEO. Corporate assigned a new CEO who undertook a reorganization aimed at reducing cost and fixing accountability. |
PDL facilitated a process whereby the CEO articulated the performance requirements of the desired or “should” organization, the “should” sales, delivery and staffing processes where designed, the “should” management system for the “should” organization was designed and the “should” roles and responsibilities for managing the “should” processes and organization were established. This comprehensive and integrated set of changes were implemented over a three month period.
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The new, “leaner” organization was a significant reason for a return to revenue and earnings growth within six months of implementation.
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| Financial Services Corp. |
Large regional life insurance company covering three states, which had grown through acquisition, was faced with flat revenue growth and initially sought increased sales productivity through training of the sales force. |
An analysis of factors impacting company revenue lead to the design of:
- A uniform sales process and uniform sales management system.
- A change in the sales force profile to coincide with a shift in product offerings and target markets.
- A shift in marketing strategy.
- And training of the sales force.
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The company returned to significant sales growth within four months of implementing the prescribed changes.
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