CASE STUDIES...
STRATEGIC PLANNING
Client: McGee, Hearne & Paiz, LLP a large and
successful regional CPA firm in Cheyenne, Wyoming.
Service Provided: Helped the firm's partners
develop a strategic plan and a detailed project plan
to implement the strategic initiatives.
Problem: Concerns as to whether the partner group
was on the same page regarding firm strategy for growth
and operating efficiency and the desire for a written,
formalized mission statement and vision to help implement
the plan.
Actions: Chenoweth facilitated a three-day "action-learning"
program resulting in the firm creating a Mission, Vision,
Values and strategic initiatives around the areas of
Customer Focus, Operational Excellence, Financial Stability
and People Development.
Results: Consensus among the Partners about the
firm's future, a tool to communicate the plan to key
stakeholders both inside and outside the firm and a
plan of action to accomplish the strategic initiatives.
STRATEGIC SOURCING
Client: U S WEST Communications (now Qwest Communications).
Service Provided: Headed an initiative to dramatically
improve the company's procurement process ($4 billion
in annual purchases).
Problem: More suppliers than employees, multiple
contracts with same vendor, Business Units not aware
of what other Business Units were doing.
Actions: Chenoweth established and headed a team
to streamline the procurement process, divide the company's
supply base into logical product families, created Supplier
Management Teams which became the single point of coordination
and communication between the company and its strategic
suppliers, and developed joint goals between the company
and those suppliers.
Results: 10%-12% annual savings on total purchases,
$54 million in savings within the first quarter after
new process was implemented. CULTURAL
DUE DILIGENCE: MERGERS / ACQUISITIONS / ALLIANCES
Client: Hewlett-Packard / Compaq.
Service Provided: Cultural due diligence to understand
the values and ethics of each company contemplating themerger,
prior to the time the merger was consummated.
Problem: The two companies had very different
cultures. One had been in existence for over 50 years
and had a very strong culture created by the original
founders. The other company was newer and had grown
primarily through previous mergers and acquisitions.
Its culture was more "fragmented" and not as well defined.
Research indicates that most mergers do not accomplish
their original intended purpose due to culture clash.
The challenge was how to identify in advance, even before
the merger was completed, what the potential areas of
conflict might be.
Actions:: Chenoweth was part of a team of consultants
who traveled world-wide to conduct focus groups and one-on-one
interviews covering each organization's geographic locations,
hierarchies and departments. Chenoweth also helped finalize
the data gathering and report format. OD specialists from
each company were informed of the potential cultural conflicts
they could expect after the merger was completed along
with recommendations to minimize the conflict, e.g. by
developing robust meeting protocols, modifications to
the performance management system, etc.
Results: The merger has exceeded Wall Street's
expectations due, in part, to this cultural due diligence
process.
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BUSINESS CONSULTING TESTIMONIALS
- "The SWOT exercise enlisted wonderful involvement."
- "The strategic planning session provided an excellent
opportunity for education, team building and vision
/ inspiration."
- "I was quite impressed with your presentation skills
and knowledge in this area."
- "The session was great! Excellent facilitation and
clear communication of concepts and examples. A pleasure
and rewarding."
- "You kept a complicated process very simple."
- "Great learning tool."
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