"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.”
Whether it's achieving aggressive growth targets, realizing the benefits of a merger, or transformation of any kind - we've helped clients rapidly overcome the defining moments that inevitably threaten to undermine best efforts on these and other top priorities.
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 industrials 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 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 of the future to differentiate itself in a highly competitive labor market in order to 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.
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 large financial services company managing billions in assets wanted to figure out how to accelerate growth in ways it never had before.
A large health system was acquiring a national health care provider and wanted to fully seize the benefits of the merger.
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.
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.
A multi-national division of a large financial services company was anxious about its aging workforce. It was not successfully retaining millennials either, and its previous “millennial talent strategy” had gone nowhere.
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.
A semiconductor company had a declining cash-cow chip business, but was reluctant to move into promising but unproven products and markets.
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.