Clients and Case Studies
Clients that have used Strategy Laboratories for specific strategic initiatives and for executive development include:
- Cable & Wireless
- China TelecomDeloitte & Touche
- Deutsche Telekom
- France Telecom
- Insead (managers from leading European telecoms)
- Rensselaer Polytechnic Institute - Program Apollo (executives from hospitals, physician groups, and payors)
- Washington Software Alliance (leaders of new software ventures)
Large European Telco
Facing privatization, deregulation, and European unification, this telco urgently needed (1) to enable its top managers to learn how to compete,
and (2) to more effectively coordinate across branch offices, functions, planning and R&D. Over 100 managers were encouraged to recognize how to
leverage their experience and at the same time achieve success in a market that was alien to them. This project contributed to a renewal of spirit
and accomplishment, new expectations of management performance, and a heavily oversubscribed initial offering.
Over 100 managers and 25 partner managers joined 5-day workshops. Multi-year project dealt with:
Time & Resources
- Monopoly to competition
- Accelerating new product development
- Preparing for privatization
- Managing to financial performance metrics
- Used existing Telecoms version
- 3 months
- 3-person Janus team
- Client advisory team of 5-8 execs for 2-3 meetings per year
Technology Distribution Services Firm
Company leadership was committed to increasing shareholder value and had adopted financial performance metrics for this purpose. At the level
of the business units, there was a need to align the business units, and to move from a revenue orientation to value. JEI, in partnership with
consultants from Deloitte & Touche, developed Strategy Laboratories to clarify the performance metrics, to explore how operational decisions impact
value, and to create action plans to accomplish the changes in the coming fiscal year.
77 managers in 3 business units participated in 3 3-day workshops. Participants were engaged and empowered to drive shareholder value. CEO
indicated that more had been achieved in 3 months than in the prior 2 years.
Time & Resources
Large design team involving 8 partner consultants and 10 client managers. New model was created in about 10 weeks and delivered in 3 weeks.
Medical Technology Manufacturer
As a leading vendor to healthcare service providers, this company sought to enhance its relationships with hospital customers and to play a
proactive role in improving economic performance in the healthcare value chain. JEI created a customized laboratory to reflect a hospital market
environment. Teams of hospital executives participated in a four-day laboratory that focused on how best to deal with changing technology and
competitive pressures, and how to execute a comprehensive strategy for improving financial outcomes.
Participants appreciated the innovative nature of the laboratory and, in follow-on evaluations, recognized the potential of what they had
learned for making positive changes in their organizations.
Time & Resources
Design team involved 2 client managers (plus client SMEs), 2 managers from each of 5 lead hospitals, and 3 Janus team members. New model was
created in 12 weeks.