Verizon Federal Network Systems
Strategic Planning, Leadership Development and Team Building
“In six short months we were able to stand up two new contracts, complete three multi-million dollar proposals, reduce labor costs by 20%, and streamline our material procurement and sub-contractor management processes.”
Problem
The DOE program in Verizon’s FNS Business Unit was facing extreme pressure from long term customers to dramatically reduce staff and costs while maintaining nearly unchanged levels of support and customer service. Breakthrough thinking and new levels of cooperation were called for.
Solution
The first step was to circle the wagons in a Leadership Retreat where senior managers from 5 remote sites convened to craft a new vision for the DOE program. In only a day and a half clear direction emerged and commitment to the new vision was achieved. Next came systematic roll out of Leadership and Team Building at the sites, with development of new tools and processes of cooperation to dramatically improve productivity.
Result
Reduced labor costs by 20%, cultivated shared vision, improved customer satisfaction and increased employee morale, plus improved net profit in the process.
Oklahoma State University
Job Order Contract
“We have far less stress and conflict...thanks to Carl’s partnering methodology, our working relationship is one of true partners engaged in common purpose and mutual support.”
Problem
Job Order Contracting is a performance based contract form. For it to function properly, trust must be established between the parties. OSU Facilities and their JOC Contractor were somewhat at odds over intention, unexpressed expectations, and at times unproductive behaviors and actions. Blame and recrimination were arising to the detriment of the relationship and work outcomes.
Solution
After assessing conditions by conducting a survey and interviews, we designed a workshop intervention. During the session, a common vision of success to both parties was created, issues were discussed and beliefs and expectations clarified. Action plans called for follow up sessions several months later, which were conducted with updated data.
Result
Over the following 5 years, the working relationship between Contractor and Client was improved significantly and evolved into a dynamic, mutually respectful and supportive partnership. This program delivered significant value to the statewide OSU campus system and proved to be a profitable undertaking for the contractor.
Centennial Contractors Enterprises, Inc.
Strategy & Leadership
“The help Carl has brought to our organization is extremely valuable. He has helped us craft a map of our weaknesses, our strengths, of how we can improve our performance and of what it will take for us to grow and succeed in the next 12 months, five years and beyond. ”
Problem
CCE, a national construction firm, grew over 15 years as a sole proprietorship from startup to over $200 million in sales. It was then sold to a large international firm and the transition required the Executive Leadership Team, headed by a new President/CEO, to redefine itself, and the Vision and direction of the company.
Solution
We conducted a thorough Strategic Planning process to develop shared understanding of the core business strategy and market targeted. Then the entire ELT was engaged in a Leadership Development and Team Building program to cultivate common focus and shared processes and behaviors that supported roll out of the new strategy.
Result
In the subsequent 4 year period the company grew market share in new segments, restructured into a regional organization, and increased sales approximately 25%. A Human Relations Management VP was added, turnover was reduced dramatically, and training and development in the new culture and strategy implemented.
Dell E. Webb School of Construction,
Arizona State University
Partnering for Strategic Planning
“Carl’s insightfulness and ability to keep the process moving proved to be an invaluable element while developing a Strategic Plan for the Del E. Webb School of Construction. Carl is a talented professional and a pleasure to work with.”
Problem
A new University President required a comprehensive Strategic Plan from the College of Engineering, of which DEWSC was a School program. DEWSC has a strong relationship with its industry partners in AZ and sought to develop a plan that satisfied ASU administration, the College of Engineering vision, its own Faculty, and Industry Partners. They were struggling to gain consensus on direction.
Solution
We conducted interviews of key members of major stakeholder organizations and collected survey data which was demographically partitioned by organization. After assessing the core issues and barriers, a Partnering workshop was conducted to cultivate alignment. An outcome of this session was realization of the need for a series of facilitated Strategic Planning meetings, which we conducted over a 2 month period.
Result
The resultant DEWSC Strategic Plan was recognized by stakeholders to be comprehensive, meaningful, realistic and practical, and focused on creating a state-of-the-art Construction Education and Research program.