Client Solutions
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JetBlue
Situation: In 2007, JetBlue transitioned to a new CEO following a very public operational collapse at JFK airport during a February blizzard. The board put it upon the management team of the $4B airline to create a system for strategy that engaged the full cadre of leaders and articulated specific, unique objectives to grow the […]
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DuPont
Situation: The Engineering Polymers (EP) business was $2.1B strong with high dependence on the automotive market (60% of revenue). EP leadership was seeking to broaden its market with new business models for products and services for both partners and end-consumers. At the same time, EP had aggressive goals to improve operations efficiency, and deliver greater […]
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Compassion
Situation: In 2001, Compassion International was faced simultaneously with the opportunity to grow its reach and impact rapidly, and the need to address increasing operational complexity. The organization had established a niche – child development through sponsorship. Leadership recognized that the strategy and structure of the organization would not sustain the projected growth which would […]
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US Air Force
Situation: In 2005, Air Force Materiel Command (AFMC) managed $44B in assets to research, procure, test and sustain systems for the US Air Force and allies. The organization was 80,000 people strong with 12 operating locations. The dominant challenges facing AFMC leadership included 1) introducing new technologies into already fielded systems, 2) adapting new systems […]
