Realizing that not enough women leaders were being considered for executive positions, a global financial services company considered the current state of its organizational culture and its readiness for change.
A global ingredient solutions company was anticipating a substantial restructure and delayering that was both financially driven and based on organizational design change.
A global healthcare services provider recognized significant performance gaps amongst their audiologists and was experiencing high attrition due to a lack of professional development paths.
A global consumer packaged goods company was using multiple coaching providers, resulting in rising costs, varied quality, and difficulty identifying consistent business results.
An international healthcare provider sought to design a training curriculum for its Latin American region to highlight the critical competencies of its new business strategy.
Economic shifts and evolving consumer trends required a global food service retailer to significantly realign its corporate functional capabilities and investments to drive growth.
A leading financial services firm sought an innovative new approach to develop strategic thinking in their global high-potential leaders.