Client case studies
Worldwide manufacturer of skin care products transformation
Executive summary
The client is a worldwide manufacturer of hand hygiene and skin care products. To continue to innovate and grow, they needed to transform their culture and ways of working. Crossing Point helped the client articulate their intent, prepare a portfolio of changes to get there, and establish a rigorous execution approach and governance model.
The situation
The leadership team identified substantial opportunities to increase the company’s success and size. However, the current ways of working were not scalable and would not support the growth goals. A transformation was underway yet the organization was confused and misaligned at every level. Frustration was mounting. We quickly assessed the current situation, facilitated the articulation of the intent and changes required, and prepared a roadmap, team, and governance to deliver the outcomes in a disciplined way.
The bottom line
Crossing Point helped get the client’s transformation effort on track and put the foundation in place to allow them to execute successfully. We delivered a clear plan for the transformation with milestones and indicators. We designed a governance model to mitigate risks and keep things on track. We left an extended leadership team engaged, committed, and prepared to own the change. We also began to shift the culture through our design work. This showed up in higher levels of collaboration and trust, accountabilities and goal setting, and a disciplined approach to planning and executing change.
Multinational financial technology company
Executive summary
The client is a Fortune 500 financial technology company that provides payment technology and services. They have grown dramatically through acquisitions. The Technology leaders were examining their internal operating model and considering a large-scale transformation. Crossing Point worked with the leadership team to fully understand the commitment required to undertake this level of transformation and decide how to proceed as a team.
The situation
The technology organization’s internal operations were created for a small, nimble business. Processes had not kept up with the rapid growth and had become slow and bureaucratic. Business partners were not receiving the level of support expected. The technology leaders were discussing the need to transform their organization, however, each leader had a different understanding of how much change was needed, what must change, and who would be impacted. Crossing Point was engaged to align the leaders to a common understanding of what business transformation would look like.
The bottom line
Through a series of interviews and working sessions, Crossing Point facilitated the co-creation of a case for change, future model, and success outcomes. The order of magnitude of the changes was clarified. Once the leaders had a common reference point, they were able to have conversations about the level of effort, commitment, and time required to lead these changes. Based on these conversations, the scale of the transformation was significantly reduced to a manageable set of changes. Leaders were aligned with these decisions and were confident in their ability to deliver the defined outcomes.
Global FinTech post-merger integration Salesforce consolidation
Executive summary
The client is a global leader in the FinTech industry. Transforming their customer boarding and servicing Salesforce platforms was necessary to continue to scale and grow. They recognized that changing the ways of working was essential to sustaining the value. To support these changes, Crossing Point helped the client articulate their vision and success outcomes, align and support their leadership team, and establish a rigorous change execution approach designed to deliver and sustain the desired end results.
The situation
Several years into multiple mergers and integrations, the senior leadership team had identified an aspiration of one vision, one team, one experience. However, the current ways of working and customer experience were not scaling and were hindering future growth goals. A strategic initiative was already underway to create a consolidated boarding and servicing platform yet leaders were not aligned, program teams frustrated, and staff and partners anxious. Crossing Point quickly assessed the situation, facilitated the articulation of the intent and changes required, and customized a change execution roadmap that best met the tight timelines.
The bottom line
Crossing Point helped get the client’s transformation effort back on track and put the foundation in place to allow them to execute successfully. We delivered a clear plan for the transformation with milestones and indicators. We highlighted the major risks that would need to be mitigated to be successful. We established rigorous practices around change execution, operational readiness, and engaged local leaders to be prepared to own the change. This shift in the accountability culture allowed for greater ownership and speed around critical investment decisions. This showed up in higher levels of collaboration and trust, accountabilities and goal setting, and a more sober appreciation of what was required to successfully deliver transformational change.
Full-Service Specialty Retailer
Executive summary
The client is a full-service specialty retailer focused on value-priced fresh, healthy and organic offerings. They were rapidly growing by launching new stores. To continue this growth they needed to significantly improve profitability while establishing a more disciplined way of working. Crossing Point helped the client coalesce and galvanize their leaders around a common end-state and path forward, developed a consistent governance model, and established more discipline and accountability into the culture.
The situation
Achieving significant profitability improvements was critical to the viability of the company. After several failed attempts to meet profitability targets, the board of directors were expressing a high level of frustration with the lack of demonstrated results. The CEO had recently replaced several key leaders and the senior team was under pressure to turn things around quickly. A program was established to address significant areas of opportunity. However, the leaders recognized that they were not getting the needed traction to move things forward. Crossing Point was engaged to establish a more rigorous execution approach.
The bottom line
Success required galvanizing leaders, changing behaviors and ways of working, and putting a robust governance model in place. Crossing Point worked with the senior leaders to establish a clear path to achieve and sustain profitability targets. We clarified the outcomes and delivered a roadmap with milestones and initiatives. We designed a governance model to foster accountability, prioritization, and decision making. We prepared leaders to work in new ways—planning and collaborating across functions, holding each other accountable, and taking a disciplined approach to deliver results. We left the client with a solid foundation to continue to achieve their profitability targets.
Property Insurance Company
Executive summary
The client is a leading provider of specialty property insurance services. They had defined a strategy and opportunity to redesign their customer experience. A team was in place to execute the strategy but had hit a wall and was unable to push things forward. We helped to align the executive leaders, clarify specific outcomes, and establish governance roles to track and deliver the expected results.
The situation
While the client was excited about the opportunity resulting from a new customer experience, the senior leaders had very different understanding of the changes required. We worked with the leaders to create a shared understanding of the desired end state and change story. We prepared leaders to lead their teams through the change. We guided the re-design of the transformation office and governance structure. We defined and established required roles, reporting guidelines, and processes to escalate and mitigate risks.
The bottom line
Crossing Point was the catalyst to surface the misalignment and issues among the senior leaders. This work needed to be done before the transformation office could be successful in executing the changes. Crossing Point brought a sober and realistic picture of what the leaders were committing to—and allowed them a safe place to have a critical conversation together before moving forward. The leaders developed a deeper understanding of their role and expectations in leading the change which was essential to pushing through the roadblocks.