Client Success Stories

These are just a few examples of our many clients and specific interventions we have successfully undertaken during our careers:

Ericsson AB

Challenge:

  • Middle East market share under significant threat from low-cost market entrants (Huawei), unable to rely on past success attracting the best managers and key account people
  • Need to re-position the brand with key customers to maximise profitability
  • To support the journey of "change" and the ambiguity, introduce a distinctive mix of financial and non-financial rewards of work with the highest impact on employees' behaviour and attitudes in support of the new strategic direction

Our Role:

  • A collaborative relationship with key regional executives: facilitate differing viewpoints, share best practices, formulate a strategy, help management communicate and gain acceptance for the "change" process
  • Our contribution included preparing the buyer, building conceptual agreement amongst global and regional executives, providing a risk/reward framework, proposal development, and a rigorous follow up process.

Results:

  • In three months, client moved from a position of significant internal conflict, to overwhelming support for a set of clear objectives, measures of success and value for the business.
  • Obtained approval from Global Head Office for capital investment, and resources in under 10 weeks (internal record) which in three previous unsuccessful attempts had taken 18-months
  • A focus on the macro results of the brand re-positioning, rather than the micro issues

IGT

Challenge:

  • Faced with slowing growth in North America, Latin America offered significant growth opportunities for replacement of gaming hardware and the introduction of innovative games and other technology to land-based and online gaming
  • A key regional executive needed immediate help formulating a growth expansion strategy in Latin America, which necessitate shifting money to his region in support of IGT's desired strategic outcomes
  • The executive wanted to be seen as a thought leader (an increasing "object of interest" and a "centre of expertise" amongst his peers inside and outside the firm)

Our Role:

  • Act as a "sounding board" for articulation of strategy to direct report and key global executives
  • Provide a process for conveying an irresistible appeal to the investment opportunity. Articulate complex ideas in simple, easy to convey words and pictures that accelerated conceptual agreement

Results:

  • In a period of 3 weeks, the executive went from a poorly constructed and confused mix of strategy and tactics to a succinct, easy to convey strategy, tactics and execution steps
  • Increased clarity about the "right" alignment of operations and supply chains in support of the region's strategic goals
  • Accelerated acceptance for capital and resource to his region
  • Increased speed and resource allocation to highest potential customer opportunities
  • Alleviated significant personal stress and peace of mind
  • Generated ideas for valuable future interventions within IGT and possible external alliances
  • Dramatically improved his own valuable contribution to the business, his personal productivity and promotion prospects

Zabeel Investments

Challenge:

  • Zabeel, a Dubai state-owned real estate investment fund, acquired a series of "trophy" U.A.E. real estate assets and sought to launch a new upscale international hotel management company
  • Zabeel's youthful Emirati and Lebanese leadership were offered significant career opportunities, and capital commitments for future investment projects.
  • Dramatic mid-course change of direction with the onset of significant capital limitations (credit tightening) necessitating a "sharp right turn" without the leadership losing "face" within the local business community

Our Role:

  • External "collaborator" helping key executives transform their vision for the hotel management business into an organisational reality
  • Facilitating an "alliance" of internal client associates, and other external experts
  • Coach to key executives, a facilitator of executive meetings, an independent expert for conflict resolution over alternatives, a "sounding board" for negotiations with customers, suppliers, and employees, a new market entry strategist, a leadership development adviser, a catalyst for internal innovation and a crisis management resource.

Results:

  • Short-term: strategy implementation process complete in 9 months. Brand marketing campaign launched to a discerning global audience of leisure, group and business travel buyers. First three UAE 200-room hotels fitted out. Outstanding key leadership team attracted to the new brand's "value proposition". Close to 1,400 people hired from 24 countries and fully trained at all levels. Sales and marketing, engineering and all operational capabilities in place.
  • Mid-term: the business strategy was dramatically aligned to new financial reality in 4 months. Communications of "revised terms" to employees, suppliers, and customers readily accepted. Cash retention tripled. Close to 80% of employees found alternative employment in the UAE. Positive and empathetic local media comment about the business leadership. Little reputational impact on key local leadership such that the Dubai Government provided further capital investment and leadership opportunities.

Caesars Entertainment Corporation

Challenge:

  • Caesars Entertainment had historically been an amalgamation of local and regional gaming and entertainment brands, outside of North America, with little sharing of "global" best practice, a focus on "international" economies of scale (overhead) or support for global mobility.
  • A need for an assertive approach to attracting the brightest and best people, minimise obstacles to mobility, and increase alignment of key people and reward programmes in support of not just local but global strategies. Those strategies included the expansion of gaming, hospitality and entertainment into Asia.

Our Role:

  • Collaborate with an "alliance" of key international executives and internal company resources to help them meet and exceed a set of jointly established objectives
  • Provide expertise (strategy implementation, communication and feedback, facilitation, negotiation) and knowledge that resulted in the client having a permanent management tool for evaluating and rewarding key people

Results

  • Close to zero instances where the reward programme was cited as a sticking point for attracting talent or relocating a key individual
  • 25% reduction over a five year period in real cost of operating global programmes, fed directly to the bottom line
  • Sustainable "reward" model for the significant expansion of the business into China with minimal further design investment

Le Meridien Hotels & Resorts

Challenge:

  • Significant shifts in USD FX rate were leading to a rapid "local" inflationary pressure on key executives compensation, and the local profit and loss
  • Experiencing increasing conflict over alternatives with its' hotel owners, distracting executive time from other strategic initiatives and pulling internal resources from other activities
  • Disaffection amongst an increasingly vocal and critical Hotel General Manager population (diminishing relative value of pay and benefits, increasing unreimbursed cost of living)
  • Perception that the Company was at best, ill-equipped to adjust its' risk management policies to external events and at worst, its key people and business partners were powerless to respond.

Our Role:

  • Collaborate with the Company's internal people in a rapid market research study, facilitate information sharing amongst the 8 most powerful brands in the sector (rarely achieved)
  • Transfer the knowledge to key Company executives such that they could make wise decisions about changes to the currencies key people were paid in, consistent with the brand's strategic objectives and financial goals

Results:

  • Client provided a process to alleviate short- and mid-term impact to key people and its' ownership group in 9 weeks with minimal internal disruption
  • Permanent management tool for mitigating the currency risk on a key profit and loss expense line item and local profitability worldwide
  • Seen as a "leader" in the currency risk management field within and outside the hospitality sector. Published and quoted in four international media articles.
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