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Client Results Profiles |
Client List
Read the following examples
of the results our clients have attained through our work together
on more than 200 projects and initiatives. These profiles are
based upon actual engagements. Out of respect for the privacy
of the companies and individuals, names are not included.
Improving Executive Communication
Situation and Challenge:
Executive team members in one unit of a large international
leisure and hospitality company were complaining to HR about
a lack of communication from their executive in charge. A lack
of trust between team members and fear of retribution if anyone
complained was keeping the team from getting their jobs done.
Inconsistent and conflicting communications left them unclear
about their goals and their performance was suffering.
Solution:
Attaine conducted an organization-wide assessment of the level
and quality of communication between executive leadership and
supporting personnel. Based on the assessment results, we coached
leadership on methodologies and practices for more effective
communication and inter-personal relationships.
Results:
The executive team improved their interpersonal and communication
skills through the process, developed more trust with each other,
and were able to work much more effectively as a team.
Successful Evaluation and Deployment of Company-Wide
Performance Management System
Situation and challenge:
Managers of a leading software company were having problems
managing performance. Their relationships with direct reports
were not effective and their teams were not aligned with the
company's strategic goals and yearly planning efforts. To help
solve these problems, senior executives wanted to deploy a new
company-wide performance management system. They wanted to have
the system fully operational by the next performance review cycle,
and the new system would engage every manager and direct report
in the company. Monitoring and evaluating this initiative was
crucial to its successful and timely deployment and its on-going
maintenance.
Solution:
The new performance monitoring system would be a major change
for the entire company. So Attaine partnered with senior Organizational
Development and Human Resources leadership to develop and deploy
a strategy to monitor and evaluate this initiative and to ensure
that the goals of the initiative were achieved. The strategy
included the development and deployment of a 180-degree online
management feedback process with peer and direct report feedback
to managers, HR compliance checklists, as well as quarterly,
company-wide, online pulse surveys.
Results:
The data gathered through the monitoring and evaluation strategy
provided the basis of meaningful, strategically linked management
and performance programs and practices, and enabled the client
to achieve their change initiative goals.
Successful Merger Strategy Achieved Through
Post-Merger Executive Coaching
Situation and challenge:
Two highly successful semiconductor design companies merged
with the goal of becoming the market leader in their technology
sector. To complete the merger without losing sales and revenue
momentum, each of the original company's sales and marketing
organization needed to integrate with the other to form one seamless
organization. It was the only way to effectively market and sell
what were previously each other's competitive products and services
Solution:
We provided one-on-one coaching and collaborated with sales
and marketing senior management in the development and evaluation
of a global sales and marketing integration training initiative.
Results:
Attaine's post-merger coaching effort helped enable the full
integration of global sales and marketing. Sales of the integrated
products and services continued at the previous rate and the
merged company achieved their strategic merger goals.
Rapid Growth and Continued Market Leadership
Achieved through the Creation of an Organization-Wide Learning
and Development Strategy
Situation and challenge:
A rapidly growing, financial services company recognized that
its continued growth and leadership required the effective management
of the intellectual capital of their highly talented employees.
The company clearly understood that continued innovation was
essential to its future success and that continuously learning
employees were the catalyst for that innovation.
Solution:
Attaine partnered with executive leadership to conduct a company-wide
assessment of the essential factors for developing and leveraging
intellectual capital and fostering innovation. Using the results
of the assessment, we facilitated the creation of a company-wide
learning and development strategy that targeted every level of
the company—from the executive team to frontline personnel.
Results:
The learning and development strategy and subsequent initiative
became a key factor in the company's on-going success. The company
continues to manage its rapid growth, maintain market leadership,
and achieve revenue goals.
Semiconductor Company Increases Global Sales
Readiness and Peak Performance
Situation and challenge:
A market-leading semiconductor company's technology was increasing
in complexity faster than sales and marketing could bring the
field organization up to speed on their products. This was resulting
in reduced sales readiness and an increase in the money left
on the table when deals were closed. At times, the field didn't
fully understand their own technology. To maintain quarterly
sales numbers, this growing problem had to be resolved. Senior
sales and marketing management needed to clearly understand and
define the specific causes of the problem.
Solution:
Through close collaboration with the sales and marketing organizations,
we formulated and began initiating a strategy to enable more
effective monitoring and maintenance of sales readiness and performance.
The strategy defined:
- Field staff competency profiles
- Collaboration methodologies used by the field to successfully
close a deal
- Processes for developing training solutions
- Processes and methodologies for evaluating and monitoring
field readiness and performance
Special attention was given to communication, building global
consensus for the initiative, management coaching, and leading
change.
Results:
The strategy and subsequent sales readiness initiative increased
global consensus and teamwork in the sales and marketing programs.
The company received the guidance they needed to more effectively
develop and monitor sales readiness and link it to sales metrics.
State-Wide Computer Education Initiative
Improves Instruction Performance
Situation and challenge:
The department of education for a state in the US found that
the integration of personal computers into the state's K-12 curriculum
was not delivering the promised positive impact on instruction.
The department decided that all of the state's K-12 teachers
would receive in-service training on integrating the personal
computer into their curriculums. They would select a vendor to
design the teacher development initiative.
Solution:
Attaine collaborated with state education officials to conduct
an analysis to define the key elements of the teacher development
initiative. As part of the research and analysis, we identified
computer education experts and thought leaders from across the
nation and facilitated a workshop with state officials to define
the teacher development strategy, goals. and program content.
We also developed the RFP the state issued to identify and select
the vendor who developed the initiative. Once selected, we monitored
the vendor to ensure alignment with state expectations.
Results:
The initiative enabled the state's K-12 teachers to more effectively
integrate the personal computer into their curriculums, and the
department of education was more successful in achieving a positive
impact on state computer education goals. Data gathered from
teachers indicated a strong acceptance of and value for the teacher
development initiative.
$75,000,000 of New Sales Opportunities Were
Discovered in Current Accounts through Global Channel Initiative
Situation and challenge:
A rapidly growing, global software company was concerned that
their channel partners were missing opportunities within current
accounts to increase the size of the deals. They wanted to quickly
increase their channel partners' ability to identify new opportunities.
Solution:
Attaine collaborated with sales and marketing leadership to
develop a solution for identifying new opportunities. It included
a highly interactive training program that used actual current
deals to challenge the sales teams to identify new revenue opportunities.
The teams then shared their discoveries with other sales teams,
exchanging insights and experiences. Attaine also provided guidance
for the design and deployment of the global initiative and developed
tools and methodologies for evaluating the initiative effectiveness.
Results:
The initiative was very successful and highly valued by participants.
Based on participant feedback, the teams identified more than
$75,000,000 in new opportunities during the training sessions.
Customer Satisfaction Improves when Global
Leadership Agrees on Inter-Regional Process for Customer Support
Situation and challenge:
A global financial services company with inter-region customer
support was experiencing poor customer satisfaction and reduced
use of the company's financial services. There was no clearly
defined process for determining which region was accountable
for resolving a specific customer issue and the number of unresolved
customer issues was growing. Increasing customer satisfaction
was critical to company's strategic success.
Solution:
We collaborated with global leadership to clearly define the
cause of the problem and the likely solution. This level of clarity
on customer service problems had never been achieved in the past.
We then facilitated a week of meetings with the global leadership
at the company's EU headquarters. The proposed solution was reviewed,
refined, and accepted by the leadership, and an implementation
plan was developed.
Results:
The initiative enabled each region to provide a unified global
response to customers, significantly raising the level of customer
satisfaction and increasing regional accountability for specific
customer issues.
Evaluation And Maintenance Of Global Certification
Program ROI
Situation and challenge:
A global, market-leading high technology company wanted to
know whether their industry premier, flagship certification program
— a key part of their channel strategy — was providing
channel partners with an ROI that exceeded the program's cost
in time and fees. They also wanted to understand their channel
partners' reaction to a possible expansion of the program to
other organizations. The current partners had exclusive access
to the certification program. The company was concerned that
expanding the program to other organizations could reduce the
channel partners' perceived value and the ROI of the program,
thus reducing their participation in the program and diminishing
program brand quality.
Solution:
Working with the marketing and channel organizations, we gathered
the data necessary for the company to make these very critical
and potentially costly, in terms of channel support, decisions.
The data gathering methodologies included a review of the certification
program and channel history; one-to-one and focus group meetings;
and the development and deployment of a web-based survey to be
completed by the channel partners.
Results:
The client engagement provided the data required to determine
channel partners' program ROI, make appropriate decisions about
increasing participation, and maintaining brand quality. Their
decision was to continue the exclusive nature of the certification
and to create enroute or lower level certifications to increase
participation in the program without diluting the highest certification
level.
High-tech Company Successfully Transitions
to a Global Solution Selling Strategy
Situation and challenge:
A leading, high-tech company was losing revenue and market
share to the competition who was using a solution selling approach.
The high-tech company was preparing to transition their entire
global sales team to a solution selling strategy to bring sales
results into alignment with strategic goals. The CEO asked all
of sales and marketing management to focus their attention on
rapidly developing the solution selling initiative and having
it ready for global deployment in 60 days. However, sales management
lacked the necessary resources to ensure or to evaluate the effectiveness
of the program. Time was critical as revenue loses were mounting.
Solution:
We coached the managers responsible for developing and deploying
the global initiative on:
- Specific performance-building processes.
- The factors that are essential to an effective initiative.
Collaborating with management, we determined the types of
evaluation they wanted and how the data would be used. We then
developed an evaluation strategy defining how the data would
be gathered and reported.
Next we selected and worked with a global vendor who tabulated
the data and created the general reports we specified. Finally,
we analyzed and interpreted the evaluation data and reported
the findings to sales management. Special attention was given
to communication, building consensus, and ensuring the initiative
components were completed according to the very demanding timeline.
Results:
The client engagement resulted in a highly effective sales
performance intervention that achieved the goals of the global
initiative. The data also enabled the sales organization to more
effectively target future sales development efforts based on
the factors that have the greatest impact on customer satisfaction
and closing more solution-based deals.
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