Global

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 large division of a global beverage company had undergone significant organizational change (leadership, layoffs, compensation changes), with negative impacts on employee morale.

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 global oil and gas provider was divesting a major portion of its operations and needed to design and staff the new organization and support transitioning employees.

A leading financial services firm sought an innovative new approach to develop strategic thinking in their global high-potential leaders.