Our Work.

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 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.

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.

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.

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.

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 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.

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.

Emerson helped design, develop and implement a communication plan for a major implementation at a large oil and gas company.

We also worked with the program change manager to ensure proper messaging to stakeholders and support communications delivered by project sponsors and management.

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.

A west coast environmental agency helps keep one of our biggest cities clean, and Emerson was proud to help. They needed to improve efficiency and free up engineers and inspectors to deliver a higher level of service to the community.

To support their new systems and processes, we implemented a program that included a team of super-users trained to deliver just-in-time, realistic training.

When the a major professional performing arts organization needed their members to move from paper to electronic voting, they had the technology in place, but not the hearts and minds of the members.

In three short months, we developed strategies and tools that drove unprecedented registration and helped each member to successfully voice their choice for the best in the industry.

The CIO of one of the world’s biggest hotel and hospitality companies knew he needed change. His IT organization had to modernize its operating model to lower costs and improve delivery of technology services to internal customers and guests.

Streamlining functionality meant outsourcing some applications while retaining high-value strategic skills, in-house.

The result was an IT transformation project to save the company tens of millions of dollars, improve partnership with business functions, improve speed-to-market, and operate more efficiently. Hundreds would be affected by shifting roles and a reduced workforce.

We helped align senior executives and create the communication strategy and guide the transformation. Since then, IT has achieved dramatically higher efficiency, effectiveness and value.

A major international hotel and hospitality company wanted to revolutionize one of their brands. They hold a leadership position in the competitive business travel segment they pioneered 25 years ago, but they needed an overhaul. They added technology, food and beverage choices and a whole new concept to their lobbies. But leadership realized that the change was more than new offerings in the lobby; they wanted the change to be both efficient and inspiring for their team.

With our help, they anticipated which new processes would trip people up and how to communicate the business transformation in ways that made sense. We equipped brand leaders with tools to sell franchise owners on the change and gave general managers a leadership toolkit. We also enabled associates with a variety of communication vehicles so they could understand, prepare for and embrace the concept.

In the end, this revolution was less about the new lobby and more about motivating managers to lead and helping employees accept a whole new way of doing business.

A major airline was in the midst of a transformation that would impact every aspect of its business.

They chose Emerson to support them through an overhaul to the cargo function. One of the first things we did was to help them create the visual vision.

Working with business process owners and a graphic artist, we turned words into images. Our working sessions resulted in a compelling picture of the cargo project, showing the key changes and benefits at a glance.

A major gas company’s data centers were nearing capacity and unprotected from potential natural disasters, such as floods and earthquakes. To address these risks, our client designed a new centralized data center, built new IT infrastructure, and started migration of over 1,200 applications.

They knew Emerson was the company to help.

We prepared our client’s employees to be productive continuously through the changes. We built change plans, communications, and business readiness activities to move our client to new levels of stability and performance.

A fossil fuel industry giant 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 their people, from leaders to front-line employees, drive the transition to an even nimbler, more powerful organization.

An industrial distributor was in the midst of incredible changes. They turned to Emerson to co-lead the deployment of SAP across their business.

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.

One of the country’s biggest clothing retailers was also an early adopter of e-commerce. After taking their business online, executives witnessed a significant shift in business from its physical stores to its websites.

But the e-commerce tools gradually became outdated and inefficient. And each of its brands had inconsistent tools and processes with many handoffs and no accountability. Something had to change and Emerson was there to help.

We designed mirrored processes across all three brands to gain efficiencies, then aligned organizational roles and structures to support the new way of working.

We worked with the organization to design and develop custom training on new tools and processes – ensuring 927 employees were equipped with the skills to do their jobs right. We also provided communication, information sessions, road shows, executive voicemails, project newsletters, and other readiness tools that transitioned the company to where it wanted to be, despite the complexities of the e-commerce upgrade.

With over 11,000 SAP users, a power-house pharmaceutical distributor had a challenge on its hands. Historically, they had focused on excellent training for users on major releases and upgrades. But they had few resources to support and enable new employees, or to address the ongoing needs of existing employees.

The good news? Their internal Business Technology Solutions group created a new organization focused on user effectiveness. The leader of BTS asked Emerson to develop both short-term and long-term strategies for the group.

In addition to helping define this client’s approach to organizational transformation, Emerson delivered quick-win SAP training and performance support solutions for two of its key business units. The project created a scalable model to replicate, helping enterprise SAP users stay sharp and effective.