Organizational Effectiveness
Cross-functional collaboration
Situation: Functional barriers led to inconsistent retail designs and cost overruns
Actions: The Carabiner Group provided coaching and consulting to support the creation of a new retail design organization. We facilitated work sessions to clarify and adjust the current and future model, key roles, function responsibilities, and interfaces. Also, we led the development of “to be” work process and partnered with the internal lead to develop an integration and transition plan.
Result: The new design was endorsed by the division president and other key leaders and is currently being implemented.
Organization redesign
Situation: A merger resulted in two, overlapping IT functions
Actions: We guided the IT VP through an integration process, including facilitating organization design, defining roles planning transition activities, and helping managed the associated change of the transition. He coached five IT unit leaders in designing their post-merger organizations and facilitated leadership meetings to ensure new designs were appropriately integrated across the new IT Division.
Result: The two functions were successfully integrated within 120 days, including retention of all desired employees, and enabled savings > $2M.
Leading Change
Situation: A new sourcing strategy needed field buy-in to deliver target value
Result: Sourcing strategy was implemented with strong field support, resulting in the consolidation of 90 suppliers to two, > $10M savings, and an increase in customer satisfaction.
Culture
Situation: A sudden wave of junior faculty departures raised concerns about division, including culture
Actions: The Carabiner Group designed a multi-round assessment strategy, designed interview questions, and conducted in-depth interviews first with former faculty members and then current division faculty across all senior levels. We presented initial findings to the division’s leadership council, including key themes and opportunities, then developed a second summary and analysis, including recommendations around improving division culture. In addition, we coached the leader around key behaviors and through action planning.
Result: The findings received strong, positive feedback and as a result, the division chief and leadership council took a number of additional actions, including reach-outs to several former faculty, noticing higher division morale and improved culture. The division chief also identified greater personal effectiveness.
Employee Development Strategy
Situation: A company sought to strengthen its employee development approach
Actions:
The Carabiner Group designed a multi-round assessment strategy, designed interview questions, and conducted in-depth interviews first with former faculty members and then current division faculty across all senior levels. We presented initial findings to the division’s leadership council, including key themes and opportunities, then developed a second summary and analysis, including recommendations around improving division culture. In addition, we coached the leader around key behaviors and through action planning.
Result: Competencies were introduced across critical functions and in the three regions of the company (over 7,000 employees) and were used in selection and performance management processes.
Global Deployment
Situation: An operating company sought to deploy processes internationally
Actions: We provided project coaching, team facilitation, and change management support through all phases of process development. We guided engagement of key global stakeholders to ensure appropriate business and regional representation and supported implementation planning, including working with various regions, facilitating workshops and designed supporting tools to ensure process sustainability.
Result: Global, cross-business deployment of 4 operational processes to over 90 countries.
