Leaders use Syntegrity's Formula as a transformation engine. They know that anything less amounts to incremental pace in the face of exponential change.
our formula for guaranteed results.
Whether it’s doubling growth, taking out cost sustainably, realizing full value from a merger, digitizing, or transforming, Syntegrity's formula is regularly applied to organizations' top priorities. Below are criteria for measuring impact, and a variety of cases where leaders have quickly seized their biggest opportunities, solved their biggest challenges, and achieved their major goals in dramatically compressed timeframes.
"We nailed the solution and achieved a year's worth of alignment building in 3 days."
- PRESIDENT, INSURANCE COMPANY
"We had several significant breakthroughs and were able to move into operational models much more quickly than expected."
- CEO, LIFE SCIENCES
"What you enabled us to do was transformative and unsurpassed in anything I've ever experienced."
- CEO, PHARMACEUTICAL COMPANY
"We can go much faster now."
- CEO, FORTUNE 100
"Our traditional way of working would have taken months and would have delivered a much less powerful solution. Since then, I've used Syntegrity to help me with two other huge challenges and I've been thrilled with the results."
- SVP, BANK
“My go-to for strategy and transformation.”
- CEO, FORTUNE 500 ICT COMPANY
CLient Impact Case Studies
Our case studies showcase the impact our Syntegrity formula has when it is applied across a variety of business problems and industries. According to ALM's Nathan Simon and Michael Taylor (Consulting Magazine), buyers should be able to confirm that their consulting projects exhibit certain leading indicators of their intended business outcomes. View the table at the bottom of this page to see how our formula stacks up against these indicators and outcomes.
Step Change in Growth
A large financial services company managing billions in assets wanted to figure out how to accelerate growth in ways it never had before.View Case Study
A large health system was acquiring a national health care provider and wanted to fully seize the benefits of the merger.View Case Study
A large conglomerate of travel brands had a 20-year-long, underperforming partnership with a community association with over 10 million members.View Case Study
Loss of Exclusivity
A major global pharmaceutical company lost patent exclusivity on a $5B product. Its next-generation therapy was being heralded as a life-saving drug and the new gold standard of care. But its conversion plan was stalling.View Case Study
The North American region of a global automobile company had long prided itself on the quality and affordability of its vehicles. But as quality and affordability improved across the industry, the leadership team decided to make “customer experience” its strategic differentiator.View Case Study
The European branch of a large pharmaceutical company was anxious about its aging workforce. It was not successfully retaining millennials either, and its previous “millennial talent strategy” had gone nowhere.View Case Study
A global pharmaceutical company had been preparing for 3 years to launch its first-in-class oncology product. It was a huge opportunity, as the brand was not just a new oncology therapy but represented a whole new way of treating cancer.View Case Study
Transform Company Identity
In a significant strategic move, a leading global pharmaceutical company was embarking on a major change in its company identity.View Case Study
A large telecommunications company was intent on winning market share in a new region (“the south”).View Case Study
Growth in China
A global conglomerate knew it could double its business in China but had been unable to do so.View Case Study
A semiconductor company had a declining cash-cow chip business, but was reluctant to move into promising but unproven products and markets.View Case Study
The VP of Data Analytics at a large financial services company had been fighting to prove the value and imperative of big data for over two years. Enterprise business leaders didn’t understand the value of data analytics, and the company was falling behind.View Case Study
Reform Primary Care
A regional government successfully created and implemented a reformed model for primary healthcare.View Case Study
Criteria for Successful Impact
Our formula is engineered for maximum impact and speed. According to ALM's Nathan Simon and Michael Taylor (Consulting Magazine), buyers should be able to confirm that their consulting projects exhibit certain leading indicators of their intended business outcomes.
An understanding of how the objectives will be attained, including a clear implementation plan.
Agreement on what matters most, not just a list, and scoping that describes what is out as much as what is in.
Tangible evidence that client stakeholders are aligned around the opinions that will drive their actions.
Complete acknowledgement that “My concerns have been sufficiently accommodated and mitigated where found to be valid.”
Valid confidence that the recommendation is the best prescription for the particular client situation, not just that it is rational and compelling.
Outcomes and milestones defined at a level that can be measured, without ambiguity and room for debate.
Tangible Goals and Objectives:
Genuine support by the client stakeholders that “We need to attain these fiscal and non-fiscal outcomes within these timeframes.”
An Endorsed Case For Action:
Genuine support by the client stakeholders that “We need to take action on this topic, for these reasons…”
Validation that the resources required for success (money and skills) are available through outcome delivery.
Ability for newcomers to the project to quickly come to an understanding of the decision process that led to the project and its content.
An understanding of who is responsible at an individual task and name level of detail.
Speed of Execution:
Ability to get clarity on the issues and recommended courses of action in a timely manner so that you are able to take action before the environment you are operating in changes, impacting the utility of your decisions.
The cost of the engagement should be reasonable given that ultimately the responsibility for execution rests primarily with the employees of the client, not the consultants.
A plan for identifying and adjusting to inaccurate assumptions, changes within the client organization, or in the external environment during implementation.
Criteria For Successful Client Impact