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 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 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.
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.