Our Work.

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.

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 specialty food company wanted to make a bigger impact on the market. They had a new management team, who needed to jell and make an impact, quickly. Historically, they were overly dependent on one distributor; they wanted to expand distribution and increase profitability, fast.

Emerson constructed and ran strategic working sessions with their leadership team over four years. Executives created new working agreements, defined their target culture, made plans to scale the business, and built a 180-day action plan.

Their CEO says, “In four years we doubled sales and increased Ebitda 25 times. Emerson was integral to that performance.”

A major oil and gas company had completed a study of pricing and supply chain issues for a fuel additive. Emerson facilitated the subsequent analysis.

We helped their team identify issues, clarify the problem, and develop alternatives, resulting in alignment around a market position for the product.

A charitable organization is making a difference in developing countries.

They bring bicycles to citizens of the developing world to give them better access to education, healthcare, and business opportunities. But they wanted to expand their international reach.

Emerson led their executive team in a working session to align them toward their goal. We helped them evaluate their mission, vision, and values. Once they agreed on those, they set global strategic plans for the next three years.