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.
Unlocking Leadership Potential
A Big 4 professional services firm needed to strengthen its' leadership skills to ultimately strengthen client relationships.
The leadership of a Big 4 professional services firm knew there were opportunities to be gained through stronger client relationships. They believed if they strengthened key skills in their executives, they could unlock even more success. The firm conceived the Relationship Mastery Program, a skill-building effort for executives (partners, principals, and managing directors), and they brought Emerson in to help.
Together, we landed on four main courses: the Art of Empathy, the Art of Inquiry, the Art of Story, and the Art of Engagement. The Relationship Mastery courses were taught face-to-face at their own company university. We used a variety of methods to reach our learners: video scenarios, games, and interactive sessions. In the end, the results exceeded our client’s expectations. Since 2011, over 13,000 partners and managers have attended Relationship Mastery courses. And that’s just in the U.S. — courses are run out of every major geography: Asia/Pacific, Europe and North.
So far, 33 global executives have participated. We surveyed 2700 employees to find out whether the program was helping them in their client relationships. 94% said they would recommend the courses, and 97% reported that these courses and skills are “essential to my work.”
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 global finance news leader needed a new and better way of doing business.
Our country’s premiere global business and financial information and news leader needed a new way of doing business. They reorganized their ad operations structure. and wanted to break through silos as they transformed their single-platform focus to a team-based strategic multi-platform approach.
Once they designed the future-state organization, they asked Emerson to create a learning program that would translate to on-the-job performance.
Employees who once worked in only one advertising channel needed to learn how their colleagues got things done.
We worked with them to create training and on-the-job support to build capabilities and confidence for new roles and behaviors. The program supported 240 employees on three different continents.
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.
One of the U.S. government's largest agencies tackled a daunting problem -- an aging workforce.
One of the U.S. government’s largest agencies tackles the most daunting problems our world has to offer. Yet they weren’t prepared for changes within their own organization. Their aging workforce meant high attrition and skills that would no longer meet the needs of the agency.
They had also adopted a pay-for-performance model. What they needed was a clear set of workforce skills and behaviors that matched their goals.
Emerson teamed with the agency to determine their critical competencies. The competencies formed the foundation for all their human capital processes, leaving the agency strong, agile, and ready to meet the challenges of the future.
Ensuring its 100,000 employees live the corporate values was vital to a major food producer, so they asked Emerson to help with a large-scale analysis of employees in the field.
Ensuring that all of its 100,000 employees live the corporate values and culture was vital to a major food producer. When they decided it needed a large-scale analysis of employees in the field, they turned to Emerson.
We visited 19 plants to conduct interviews, run focus groups, meet with leadership teams and tour the facilities. We identified gaps between self-image – who the company said they were on paper – and what employees were experiencing, day-to-day.
After the research phase, we put together comprehensive recommendations to make the corporate vision a reality. We presented our findings to the board, including summaries from each plant, and suggested communication infrastructure improvements to make their values a reality.