We’ve done a lot for our clients — and we’re always ready for more. Use the filters below to read short summaries of our work in the field.
Sticking to the Script
After a specialty foods producer launched a sexy ad campaign to better communicate to its clients, they needed an aligned sales team to tell the same story.
A specialty foods producer wanted to improve their sales process, particularly for their premiere brand. They launched a sexy million-dollar ad campaign that included a variety of pop icons like Levi Johnston, Snooki and Charlie Brown. To gain the success they hoped for, however, they knew they needed an aligned sales team to tell the same story.
They hired Emerson to help.
Before we began our work, the sales team had pushed this brand to their grocery clients by focusing on health benefits and the fact that this company is the biggest grower/supplier of nuts in the world. We reframed their story to be about limited shelf space, small margins and the ROI that would result by adding even just one bin of long-shelf-life pistachios on the floor.
The sales team also leaned toward “wonderful results” as part of their message but, instead, we had them focus on the “squeeze” – the challenge for profit in a tight market.
The result? Our message frame was incorporated into their sales pitch. To ensure continued success, we followed up and with sales training to ensure all future sales pitches were aligned around the common story.
One of the world's largest providers of consumer and commercial products needed help communicating the value of thoughtful sourcing practices.
A nickel a day keeps the doctor away, or something like that.
One of the world’s largest providers of consumer and commercial products needed help communicating the value of thoughtful sourcing practices.
Every year, they were paying more than 10,000 external vendors, many of which were only used only once a year – a costly and inefficient practice. Leadership realized that saving just five cents on every vendor dollar would add up to tremendous savings – savings that could be reinvested in their brands. But to do that, they needed every employee to help.
Emerson came up with a branding idea that all employees could relate to: 5 Ways to Save. By following five easy ways to think about spending on indirect goods and services, the company could reach its goal. We worked with our client to create a campaign to generate awareness across corporate headquarters, its brands and its distribution centers.
Employees embraced the challenge and the company is on its way to big savings, one nickel at a time.
A network storage and data management client needed to upgrade its IT package to over 4,000 employees.
A pioneer in network storage and data management needed to upgrade its own IT package. Its 4,000-strong sales force needed the latest tools at their fingertips to stay on top of the competition.
Change is always hard – especially for ERP solutions in fast-paced environments. That’s why this NASDQ 100 Company turned to us.
Our work included mapping business processes, developing change leaders, fostering global sponsorship and creating culturally attuned communications – all to prepare those who fuel the company’s sales to use their new tool and retain their competitive edge.
A wholesale supply company turned to Emerson to lead a massive and complex SAP change.
A major wholesale supply company was in the midst of incredible changes. Within the same year, they acquired their major competitor, dissolved their relationship with their former parent company and started deployment of SAP across their business.
They turned to Emerson to lead the SAP change.
Our team helped determine how the organization would be impacted, designed communication and executive sponsorship to mitigate those impacts and created business readiness teams. We also facilitated ongoing dialogue between the project team, the integrator and the business.
We forged a partnership with human resources, IT and other departments — creating a stronger project, surfacing data governance issues and ensuring a series of successful deployments.
A university’s IT department needed to improve how they manage, plan and forecast when partnering with clients and health care subsidiaries. They asked Emerson to help improve their value to the organization.
A major university’s IT department provides technology services to a world-class organization, so there isn’t much room for error. The 360-member team was proud of its outstanding work, but leaders knew IT had to improve how they manage, plan and forecast when partnering with university clients and health care subsidiaries.
They asked Emerson to help improve their value to the organization. We conducted a series of highly facilitated working sessions and collaborated with key stakeholders to reshape the IT division and make sure project management and business acumen complemented their team’s top-notch IT skills.
The result? Twenty-two job models and associated competencies, a training needs analysis for each role and a training development plan. The results were integrated into curriculum planning, recruiting, career progression planning, succession planning, and performance management.
With our help, Emory has met its goal: an IT department worthy of their prestigious institution.
A new health care provider grew quickly after expanding its business services and shifting to a new operating model.
A new health care provider came on the scene in 2005 and grew quickly. In 2011, they expanded their kidney care business even further, prepared for regulatory changes and shifted to a new operating model. This was a lot of change for a young company, so they asked Emerson for help.
We worked with them to develop the right organization structure and operating model. We also helped leaders develop a strong and clear message to rally the troops. Executives and managers acted as change agents; they were armed with a “playbook” and workshops to get all employees pulling in the same direction.
The result was a successful transition to a new way of doing business that will serve the company as it grows.
A technology company moved its sales team from a traditional approach to a more consultative model.
When a technology services company wanted to move its sales team from a traditional, transactional approach to a more consultative sales model, they reached out to Emerson.
Although they knew where they were and where they wanted to go, they had been struggling to gain traction. Emerson helped them solidify their vision, identify barriers, and focus on the critical behaviors to bring their vision to life.
We met with the team and conducted interactive workshops to bring together their best thinking and our behavior change expertise. The result was a solid plan and support materials to unify the team toward their vision.
A major oil and gas company's leadership team gathered to establish objectives and address obstacles.
Emerson developed and facilitated a North America Marketing Leadership summit, an annual meeting of a major oil and gas company’s 200-person leadership team who gather to establish objectives and address obstacles.
We designed and facilitated an interactive session that helped them internalize the overarching business goals, identify immediate constraints, and develop ways to address them.
An oil and gas company launched an effort to simplify their downstream operations.
A major oil and gas company launched an enterprise-wide effort to simplify their downstream operations. Their goal was to better equip the organization to execute strategy, focusing on the value chain and the processes that drive results. They asked Emerson to help mobilize employees and management toward this goal.
We launched a sponsorship strategy, employee engagement program and communication plans. We also built web/portal resources and change management training. The guiding principle was that everyone, from leaders to front-line employees, drive the transition to an even nimbler, more powerful organization.
After it spun off from its parent company, one of the auto industry's biggest technology providers was facing huge changes.
One of the auto industry’s biggest tech providers was facing a huge change. After it spun off from its parent company, major functions like Finance needed to operate independently. At the same time, they took aim at some impressive profitability targets. And that was just the start.
There were many more waves of change scheduled to hit the same group of employees. To accomplish its vision, leadership realized they needed a consistent approach to change. They asked Emerson for help.
We quickly performed triage on their change portfolio of 230+ projects and then organized key stakeholders to develop an approach and a model for their new Change Center of Excellence (CoE). We guided the team to identify high-priority behaviors and build robust messaging. Key leaders, armed with a consistent story, deployed the new CoE. We then built a change toolkit for their new change agents.
The first test of the model: the change team applied its new approach and tools to their Oracle CPQ implementation.
A large education company wanted to roll out a single company-wide solution to bring their 1,500 centers up-to-date, recoup lost revenue, all without disrupting operations.
A large child care and early childhood education company had 1,500 centers using an array of client management systems. They wanted to roll out a single company-wide solution to bring their centers up-to-date, recoup lost revenue, all without disrupting operations.
From the beginning, the initiative faced challenges: they had been trying to replace IT systems over ten years and lacked internal change capability. The company had a very loyal and caring culture and we needed to use that energy to help them succeed.
Emerson brought methodology and metrics to the plan. We offered an operating model, readiness assessment and metrics, a define phase for learning, and a learning model and deliverables. We helped build capability in their teams and left a transition toolkit to reinforce process and measure progress.
An online realty company leadership team identified new challenges and needed help creating behaviors to address them head-on.
After an online realty company was acquired, their new executive leadership team identified three challenges: shared priorities, strategic alignment and consistent execution. They asked Emerson to help them create behaviors to meet those three challenges.
We led the CEO, CFO and VP of HR and their teams through transformation working sessions. The sessions yielded a consistent message, an understanding of their internal landscape, and actionable plans to create momentum and change. We also helped the company build a new product development process, PMO, and cascading goal-setting processes.
With our help, the executive team identified their own measures of success: 1) Employees can describe their top three priorities, 2) employees can describe the company strategy, 3) time-to-decision is reduced, 4) Products, Engineering and Sales work toward a common strategy, and 5) the company meets its financial and performance targets.
As the world’s fourth largest retailer was ready to make its U.S. grocery debut, they asked Emerson to design, develop and implement training for the launch.
The world’s fourth largest retailer was ready to make its U.S. grocery debut. Emerson designed, developed and implemented training for the launch. Their new store concept required a service model built around “customer assistants.”
To support that, we developed strategically driven training for both new hires and existing employees. They learned about the parent company, the genesis of the retail concept, and their role in living the company mission: a fresh and easy place to shop, a good neighbor, and a great place to work.
The program used innovative techniques to train employees to perform their jobs seamlessly within the new service environment. With the help of Emerson, staff were ready to enter the U.S. market.
A large state government organization was struggling to support its internal clients because the team had few change management skills and tools, and needed a creative solution.
A large state government organization was struggling to support its internal clients because the team had few change management skills and tools. They asked Emerson for a creative solution.
We started with their custom change model (based on John Kotter’s Eight-Step approach) and developed an instructor-led program, incorporating our best practices in change management.
To fit their needs, the course modules were delivered “just in time” – team members learn a concept or tool when they are ready to use it. Knowledge is tested through case studies, where the project team critiques the learner’s outputs so that every step is a learning opportunity.
A major municipal utility district was in the process of implementing a document management system that would alleviate the need for paper-based files, and needed their employees prepared to use the system on day one.
The legal department of a major municipal utility district was in the process of implementing Documentum, a document management system that would change internal processes and alleviate the need for paper-based files.
They needed to make sure their employees were prepared to use the system on day one.
Emerson conducted a QA audit, which included critical incident technique, cross-organizational interviews and materials review. The findings and recommendations went to the capital project’s Steering Committee, and were instrumental in helping these executives guide the team through successful implementation.
A container ship facility faced challenges during a massive ERP deployment impacting over 1,000 employees.
A major container ship facility faced several challenges during a massive ERP deployment that would impact over 1,000 employees. The already complex project was bookended by tight budgets and accelerated timelines.
In response, Emerson created a “vanilla approach” that eased the client through integrating such a large change. Together, we built a bulletproof business case, reenergized their change team and established a foundation for a successful ERP deployment. Work included creating a viable communication plan, user training program and vendor validation process.
While the organization told us they had “never undertaken a change this large,” it was business as usual at Emerson. Regardless of internal obstacles, we made sure their Oracle ERP implementation was made easy and made possible.
An oil and gas company navigated change impacting 1,000-plus retail locations.
A major oil and gas company has a back office system impacting 1,000-plus retail locations in the U.S. and Canada. Emerson facilitated a three-day workshop to plan the dramatic but necessary changes to IT call center support.
The plan included changes to hiring, training, roles, responsibilities, procedures and documentation.