"We nailed the solution and achieved a year's worth of alignment building in 3 days."
"We had several significant breakthroughs and were able to move into operational models much more quickly than expected."
"What you enabled us to do was transformative and unsurpassed in anything I've ever experienced."
"We can go much faster now."
"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."
“My go-to for strategy and transformation.”
The BU Leader for this Top 10 global organization needed to quickly mobilize a large group around a high-stakes challenge. Getting a new strategy with full buy-in across the organization was a “must have” to capitalize on a significant opportunity created by the COVID-19.
A leading financial services firm with billions of dollars AUM and a network of thousands of financial advisors had lost its client-centric focus. Advisor referrals had dropped. NPS scores and customer retention metrics were negative and well below their peers.
After investing heavily in a multi-year technology project, a Fortune 50 Healthcare Company was met with a lack of ownership and accountability at the leadership level that was threatening to derail the current course and speed of their data transformation project.
A major conglomerate was transforming its manufacturing and supply chain (M&SC), and go-to-market capabilities to keep up with blurring boundaries between their markets and product categories.
A luxury food brand was having difficulty delivering on financial targets year over year, and their competitive landscape had become more complex and aggressive.
A Major Bank was failing to comply with new Anti-Money Laundering Legislation and was on the cusp of regulatory action. A major stumbling block was that to comply, front-line staff would need to incorporate new ways of working into how they interact with customers, risking incurring relationship damage as a result.
A Major Bank was investing $1b in a new workspace to differentiate itself in a highly competitive labor market and attract and retain top talent. Its senior leadership saw this as an opportunity to accelerate the organization’s journey towards greater customer-centricity and enterprise collaboration. Could the new office space be a catalyst for this future?
A large Software Company had acquired two smaller software companies in an effort to push further into the Home Care market. Several months into the merger, they were still failing to seize the benefits of their acquisitions.
A financial services company that had grown 10x over 10 years had very recently been acquired by two Private Equity firms, and now had to figure out how to triple earnings over 5 years—a major step-change.
A multi-billion-dollar health system was acquiring a national health care provider focused on acute care. On paper, the merger made sense for both parties, as merging would enable the health system to own the full continuum of care and expand its geographic reach.
A global pharmaceutical company was facing the end of patent exclusivity on a $5B product. Experts were heralding its next-generation therapy as a life-saving drug and the new gold standard of care.
The North American business of a global automobile company had long prided itself on both the quality and affordability of its vehicles. But as the quality and price of automobiles improved across the industry, the leadership team decided that the company had to make “customer experience” its strategic differentiator.
A financial services company was lagging in its attraction and retention of millennial staff and customers. Its previous “millennial talent strategy” had failed. The steering committee tasked with tackling the ‘millennial challenge’decided that a new strategy was needed, one that would be created by and for young professionals.
A global pharmaceutical company had developed a new vaccine that was nearing launch, and knew they had to maximize patient access at time of launch. This required securing public and private coverage fast.
A top-5 pharmaceutical company had just completed a major acquisition. It was a sizeable investment that represented a significant opportunity for the company and its future.
A leading global pharmaceutical company was bringing a brand-new renal cancer drug to the market. They had a bigger vision than simply selling their product– they wanted to optimize the overall care of patients with renal cancer and truly help change people’s lives. To do that successfully, they needed deep insights and trusting partnerships with their KOLs.
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.
With a proprietary approach founded in cybernetics, systems thinking, and complexity theory - our formula to rapidly align and mobilize large teams unlocks the activity needed to course correct.
We take principles from the Law of Requisite Variety to ensure that the right people are at the table: the key players that will steer you back on the trajectory to success.
But variety isn't enough. We now need a systematic and controlled process to 'collide' these participants to unlock truths, barriers, and issues that resolutely stand in your way. Watch our video for a sneak peek at how we engineer this.