Success Stories


Team Alignment and Development Workshops

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Banking

A large bank’s IT (Information Technology) organization hired a new executive to consolidate three divisions into one. The three divisions were responsible for datacenter operations, networking and systems software. The three divisions were accustomed to operating independently with minimal communications between them, a situation the bank considered to be sub-optimal.

When the new executive first joined the bank, his new division was named Datacenter Operations, Networking and Systems Software, an unwieldy name that made it clear that there was no common purpose between the three divisions.

The bank required all divisions to do annual operational planning to develop their plans over a 3 year time horizon. The new executive decided he would take advantage of the need for planning to develop a common vision, mission, and set of goals and strategies for his new team. However, he was not familiar with how to go about it, so he called a Harmonic Systems Consulting (HSC) partner in to facilitate creation of his new team’s “Operational Plan” in order to implement his new vision.

The new executive first engaged our team to conduct a strategic planning session with him and his direct reports to develop the division’s annual operating plan while also improving teamwork. After the success of the first operations planning session , he also asked us to conduct similar strategic planning sessions with each of the 11 departments within his division to develop their operating plans.

Team actions taken included:

  • Planning, conducting and documenting a 3 day strategic planning session with the division executive and his direct reports.
  • Recommending a new, shorter name for the division, and use of a new technology to help brainstorm and select the name (“IT Services”).
  • Recommending 2 alternative proposals for departmental operational planning:
    • Proposal 1 - Conduct 11 strategic planning sessions, which would need to be repeated every year for considerable cost to the client.
    • Proposal 2 - Select and train 5 people from the division on how to conduct strategic planning sessions and mentor them as they ran the 11 departmental planning sessions. This alternative cost less than Proposal 1 in the first year and would save the bank money every year thereafter.
      • Upon acceptance of the second alternative proposal:
        • Helped the division select 5 individuals to facilitate the planning sessions
        • Created and conducted training on strategic planning
        • Mentored the facilitators as they conducted the planning sessions

As a result of our work:

  • The executive’s direct reports came together as a cohesive team and began working together much more effectively; particularly as they executed the plan they had developed. The announcement of the new division name was well accepted within the rest of the bank. Customer satisfaction with the division’s services improved.
  • The 5 departmental facilitators’ 11 planning sessions were all successful. One facilitator proved so adept at strategic planning that the executive created a full time position for her as a planning facilitator and offered her services to the rest of the bank.
  • The executive was surprised and delighted with the alternative proposal to his request for departmental planning, having never thought of it himself. He shared his excitement with his peers and his boss, the Chief Information Officer, who was also responsible for overall bank operations. This good press led to 3 more consulting contracts for others in the bank, including the bank operations group, as well as selling and performing 3 other engagements for IT architecture development and IT process improvement (e.g., problem and change management).
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Public Sector

Leadership for a fast growing municipality recognized the need to improve organizational efficiency in order to effectively manage the growth without adding excessive cost or impairing municipal services.

A partner with Harmonic Systems Consulting (HSC) was engaged to help the municipality upgrade its Leadership Competencies.

The HSC partner determined that the municipality had a capable team. Several key management responsibilities were targeted for improvement:

  1. personal performance management
  2. organizational communication skills
  3. managing diverse personalities
  4. staff motivation

In order to address each of the four responsibilities displayed above customized, comprehensive group training was designed and conducted, consisting of both classroom instruction and on-the-job follow-up.

A post-engagement survey revealed that all participants were enthusiastic when evaluating the experience.

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Manufacturing

A metals casting company needed to enhance innovative thought and improve management skills to compete effectively in a fast-growing, rapidly changing business environment.

A partner with Harmonic Systems Consulting (HSC) was retained by the company to design and deliver a leadership Team Development process and supporting tools to help managers become more proactive internally, and, react more quickly to external circumstances.

The HSC partner created and delivered a custom leadership team development process that has enhanced management efforts throughout the organization.

Company operations are now managed more effectively allowing for quicker (and better) responses to changing business circumstances.

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