ORGANIZATIONAL PERFORMANCE IMPROVEMENT A leading technology innovator, a Fortune 500 company, was attempting a joint project with two other companies. The project would produce an important advance in product design and performance. The project could boost all three companies’ revenues, but only if the project could hit critical market windows. This would require efficient processes, effective collaboration, and strong ethical behavior in order to ensure each organization’s intellectual property was preserved. Unfortunately, foot dragging and stove piping by middle managers in all three companies threatened to undermine the entire effort.
The Vice President of Engineering asked ELG to assess the situation and recommend improvements. Through interviews and observation, ELG examined organizational issues and process design, and then designed steps to remedy the situation.
The companies executed ELG’s recommendations and later reported a consequent cut in projected product development cycle time by 51%, which netted increased revenues of over $100MM. This multi-company project succeeded, and ELG’s recommendations were carried forward on other projects, as well.
