A $300 million privately held plastics manufacturer saw increased employee productivity as the key to greater profitability. Unfortunately, earlier individual incentive plans failed to achieve the desired impact. In fact, the narrow focus on individual employee productivity led to deterioration in customer service and product quality.
Building off a recently refined mission and strategic priorities, a not for profit public policy organization wanted to conduct a comprehensive review of the organization’s structure. Our client was seeking to align its people, process, and systems to support the execution of strategy and deliver on the mission.
In support of its vision to be the most effective financial services trade association and one of the best places to work in a major U.S. metropolitan area, we partnered with our client to develop a new compensation strategy and base salary infrastructure.
In support of its strategic plan, a US-based not for profit professional association needed to evolve internationally in order to maintain their market leadership. Already serving professionals in more than 75 countries, the organization needed a consistent method for evaluating and investing in new markets.
A not for profit membership organization had aggressive expansion goals in order to achieve its vision of being the premier global network for its members. The organization required a consistent process to effectively develop member chapters around the world and to allocate headquarter resources across these chapters.
Developing a new strategic plan to address the current and emerging needs of its members was the top priority for the world’s largest membership association for corporate counsel. The new CEO and Board of Directors realized that traditional commercial approaches to strategic planning would not be as effective, given the organization’s unique market-leading position.
Expanding from a regional to a national operation was the top priority of a successful public service not for profit agency. Leadership recognized that old ways of attracting and rewarding employees were hindering their growth strategy.
Generation X employees represent the future of a highly successful professional services firm. So when rumblings about a lack of clarity around career paths and professional development turned into a roar, senior leadership convened an internal task force. The goal was to identify the competencies employees needed to enhance their professional growth and also meet the firm’s needs. But after nine months and hundreds of man-hours, the taskforce was stuck.
A $600 million privately held software company had recently been acquired by a private equity firm that expected their new acquisition to double its growth rate. The VP of Sales noted that sales people were inefficiently crisscrossing the US to cover their accounts and that employee turnover in the sales team was approaching 40%.
The Finance function within a global technology company's India business unit faced significant operational challenges. Recent growth in the India market strained already inefficient and manual business processes and systems. Leadership dissatisfaction with function performance reached a tipping point when performance began to limit growth. The Country President and Global Head of International Finance asked Axiom to evaluate the function's organization design and determine changes necessary to:
- Quickly improve the Finance function's performance in serving its customers and,
- Increase capacity of the function to support expected future growth in this most important emerging market.