Overview
Alumni Case Studies
Alumni Case Study: Global Acquisition Integration
Eric Imparato
EdM, Human Resource Education '03
Consultant, Change Management
Impart Associates, Inc.
Client: Rand Worldwide
About Rand Worldwide
Rand Worldwide is a global distributor of mechanical engineering software. Rand generates the majority of its profits from professional services such as implementation, project consulting, technical support, and educational services. Several organizational change initiatives were successfully completed while Mr. Imparato was employed by Rand. Selected examples are highlighted below.
Background
The company grew rapidly based on an aggressive, multinational mergers and acquisitions strategy. The "earn out" legal structure of their acquisition agreement complicated integration efforts. Rand's goal was:
- To collect consolidated business performance data from all offices and employees worldwide.
Performance Objective
- Given the existing systems infrastructure for each acquired organization, implement a systems migration strategy considering local business practices, systems customizations, and user training.
Solution
- Performed due diligence activities on French, Belgian, Italian, and German acquisitions.
- Analyzed operational workflow to understand regional business practices and requirements for system modifications.
- Managed cross-cultural teams.
- Documented and presented suggestions for additional human resources in each country.
- Executed a comprehensive implementation strategy for the European operations.
- Customized versions of North American business systems for each subsidiary use.
- Designed long-terms plans for the consolidation of support services business.
Results
- Reduced cost of sales by 40% for support services and educational services.
Alumni Case Study: Customer Centric, Cultural Change
Gillian Orlinsky
EdM, Human Resource Education '99
Performance Consultant II
(OD, training and communications)
Hewlett-Packard
About Hewlett-Packard
HP is a technology solutions provider to consumers, businesses, and institutions globally. The company's offerings span IT infrastructure, personal computing and access devices, global services, and imaging and printing. HP's $4 billion annual R&D investment fuels the invention of products, solutions, and new technologies, so that HP can better serve customers and enter new markets. HP invents, engineers, and delivers technology solutions that drive business value, create social value, and improve the lives of its customers.
Background
To achieve best total customer experience, HP and HP Services needs to move from a product-maker to a market maker, and learn to invent customer experiences. This move requires a culture change that is defined by HP's values and the HP Services Performance Standard. It requires creating an employee experience that drives industry-leading customer experience and business results. A key goal of the program is:
- Through communication and training, to increase awareness, inspiration, motivation, understanding, and conviction by HP Services employees at all levels to practice passion for customers.
Performance Objective
- To establish a customer-centric culture in HP Services for both customer-facing and non-customer-facing employees.
Solution
- Developed strategy to focus employees on what the customer needs/wants throughout HP through effective use of customer information.
- Developed a comprehensive change-management program for 87,000 employees worldwide that included training, communications, reward and recognition, tools, and new processes.
- Built total customer experience into our compensation program for every employee-from senior leadership to the entry-level employee.
- Developed and implemented "Putting Customers First" training program to develop employee customer-centric competencies.
- Implemented comprehensive measurement strategy including the Annual Voice of the Workforce survey, nCLI (net customer loyalty index), Bi-Annual Customer Loyalty Index, situational surveys, focus groups, Web trends for internet sites, and course completion numbers.
- Focused on increasing Voice of the Workforce metrics and increasing net customer loyalty index (nCLI) which measures customer results.
Results
- Increased employee productivity by creating and promoting the sharing of knowledge and best practices.
- Increased HP Service's management effectiveness through better utilization of customer information.
- Achieved approximately 100% of participant completion goal for the "Putting Customers First" program.
Alumni Case Study: Merging Remote IT Department
Ashley McMullin
EdM, Human Resource Education '03
Independent HR/Organizational
Development Consultant
Current Client: Acurian, Inc.
About Acurian
Acurian is a leading provider of clinical trial patient and investigator recruitment solutions for the life sciences industry. Through its proprietary patient panel, exclusive pharmacy partnerships, and centralized screening platform, Acurian is able to identify, contact, prescreen, and refer interested study candidates, as well as profile and recruit experienced investigators, quickly and affordably. Several organizational change and recruitment initiatives were successfully completed while employed by Acurian.
Background
Acurian is located outside of Philadelphia, and due to rapid growth Acurian acquired a remote IT team in St. Louis to fulfill the technical needs. With continued growth and the appointment of a new CEO, Acurian decided to bring the IT team under one roof in Philadelphia for greater efficiency and effectiveness. Acurian's goals were:
- To offer relocation to the current IT team in St. Louis or]build an entire new IT team in Philadelphia.
Performance Objective
- IT team declined the offer to relocate and as a result, a fast-tracked recruiting strategy was developed and implemented.
Solution
- Performed thorough interviews and position assessment with entire IT team.
- Realigned roles/job descriptions based on needs assessment and feedback.
- Initiated and executed a comprehensive recruiting effort through advertisements, referrals, and networking.
- Designed training transition period for old and new employees.
- Maintained skeletal crew for short-term needs and training until new team could operate independently.
Results
- Reduced IT costs by 15% and increased productivity by consolidating the offices and travel expenses.