Strategy Made Real
Selected case studies and engagements demonstrating how we help leadership teams make and execute strategic decisions.
Clients, like medical patients, sometimes present with a set of symptoms but are unsure as to what treatment is appropriate. Likewise, many practitioners are eager to offer the treatments they know, regardless of whether that’s best for the client’s business (“when you have a hammer, everything looks like a nail”).
We pride ourselves on applying the appropriate techniques to address a client’s concerns.
Global Manufacturing Network Optimization
A Fortune 50 manufacturer of large, highly engineered durable goods operated a complex global manufacturing network spanning dozens of facilities. The company had already been transitioning to a modular product architecture, but leadership recognized that the full...
Engineering Integration and Governance for a China Joint Venture
Following the formation of a joint venture in China between two leading emissions controls manufacturers—established based on a prior eos consulting recommendation—the combined organization faced a critical integration challenge. While the joint venture created...
Global Business Strategy to Accelerate Growth
The $5 billion Crop Harvesting division of a Fortune 100 global manufacturer was struggling to meet its revenue and profitability targets amid an overload of competing priorities. Development resources were spread too thin across geographies and programs, making it...
Industrial Manufacturing Strategy to Enable Growth
An industrial company experiencing explosive growth faced an urgent capacity challenge. Market demand was accelerating faster than the existing manufacturing network could support, requiring leadership to make critical decisions about where to expand and which...
Reigniting Growth Through a Focused Go-to-Market Strategy
The Power Systems division of a Fortune 100 industrial company had reached a point of stagnation, with growth constrained by an unclear and insufficiently actionable go-to-market strategy. Leadership lacked a fact-based way to determine which products and services...
Aligning R&D Investment with Business Strategy in a Medical Device Portfolio
The Cardiac division of a multinational medical device manufacturer managed a broad and diverse R&D portfolio spanning multiple technologies, markets, and time horizons. Following the development of a newly revised business strategy, division leadership recognized...
Growth Strategy and Execution Plan
for Spin-out
Following its separation from a Fortune 200 global manufacturer, a newly formed $300 million company faced a defining moment. The incoming CEO was charged with doubling revenue and profit within four years, fundamentally reshaping the organization’s culture toward...
Market Entry with a Breakthrough Technology
This $1b division of a global manufacturer had developed a new technology which had the potential to provide future competitive advantage. However, it could also undermine margins in its existing businesses. The team was struggling to bring the technology to market,...
Governing the Client Relationship: Customer Engagement Models
This company’s sophisticated enterprise software for industrial/manufacturing organizations requires significant professional implementation services to integrate with clients’ product development processes. Yet, these complex projects had no engagement models or...
R&D Portfolio Strategic Optimization
A F100 manufacturer was concerned that competitors were gaining market share through the strength of their targeted new product portfolios. They wanted a more effective R&D allocation process (and supporting decision tools) — as the existing process, overly...
Reorganizing to Jump-Start Growth
Under new leadership, this brand name, $1.5b formerly non-profit company was looking to increase revenue, improve operating margins and drive a “profit & loss” orientation deeper within the organization by being more commercially focused and market-responsive...
Product Development Portfolio Alignment
Major division of F100 global ag equipment OEM needed to align their product & development portfolios with their division strategy, taking into account the plans & priorities of each region; product team; function; and the dealer network. The lack of...
Go-to-Market Strategy to Accelerate Growth
Innovative autonomous vehicle company wanted a clear understanding and prioritization of where and how to deploy limited resources — focusing on key markets and the channels required to reach them. SOLUTION: Working with cross-functional leadership, we: Developed a...
Cross-Platform Product Portfolio Alignment
A F100 global OEM needed to align their product roadmaps across their ag equipment groups to ensure that products were brought to market in time to deliver full cropping solutions. Because each product group was selecting the projects that were highest priority for...
Innovation & Business Model Development
This international technology company, historically known for its innovative offerings, found itself stagnating in its core markets. Endowed with substantial corporate funding each year, their Labs (R&D) organization invented numerous new products, only to have...
IT Governance Framework
The IT function of this multi-billion dollar travel services company was challenged by stability and cost issues, largely driven by uncontrolled complexity, exacerbated by widely distributed IT decision-making. SOLUTION: We worked closely with the client’s executive...
Organizing for Effectiveness
This leading technology company determined that its Enterprise Architecture capabilities were one of the keys to its future competitiveness. It was mandatory that their infrastructure be cost-effective, flexible, and able to facilitate rapid responses to market...