Projects Snapshots

The challenge: Replacing an ERP system in a large, multi-site healthcare organization with dozens of medical institutions and thousands of employees.

What we did: We established a change management team at each site, which received from us methods and tools for managing the change through all stages. We created change ambassadors and emphasized maintaining continuity of service to patients.

The result: Successful implementation at all sites without disturbance to patients or the treatment sequence, and a rapid return to full productivity.

The challenge: A multi-year project to replace dozens of old processes with a unified information system concerning a distribution organization with multiple facilities and factories.

What we did: We developed a graduated wave strategy with sequential exposures. We prepared managers to lead the change and established a team of internal change agents. We taught shift managers how to guide and communicate information to employees working on the line.

The result: A smooth transition of the entire operation to the new system while maintaining production and sales targets.

The challenge: Implementing a new technological system in a sensitive security environment with employees representing diverse professional backgrounds—from technicians to office managers.

What we did: We built a communication plan tailored to their security culture and, given the level of diversity, prepared a proposal for each specific division. We emphasized the operational benefits and created modified training for each role.

The result: Successful administration without disruption to critical operational activities while maintaining safety standards.

The challenge: Employee retention in a construction and development company where there is no time (or patience) for traditional training.

What we did: We developed a unique solution—an experiential “field trip” that combined values ​​and organizational traditions. Field managers moved between stations: from riddles to performance simulations. At each station, they dealt with a challenging management situation and practiced using tools and practical skills for employee retention—immediately applicable on construction sites.

The result: An empowering experience that transformed employee retention from “another task” to an integral part of the managers’ role.

The challenge: Instilling management skills in a practical way, adaptable to today’s world, which demands organizational flexibility and constant adaptability to change.

What we did: We developed a “step-by-step” methodology for implementing changes, through which each manager led a cross-functional change in his or her department. During the process, managers acquired practical tools for planning, managing, applying, and stabilizing changes—tools and skills tailored to each managerial level: VPs, division managers, department managers, and section heads.

The result: A new managerial language within the organization based on leading changes; confidence and practical managerial abilities acquired via real, hands-on experience; a more flexible and agile organization overall.

The challenge: Forming an organizational identity and a set of values ​​that will support accelerated business growth for a company in aviation product development. A carefully focused process was required to ensure minimal disruption to the ongoing management routine.

What we did: “Flight to the Future” -— an experiential workshop that combined business thinking, emotion, observational learning, and allowed the company’s management to design a shared vision of the future. During the workshop, managers not only talked about values, but they also experienced them through role-playing, cards games, creative writing, visual cues, and more. At the end of the workshop, managers had the tools at their disposal to assist in assimilation: a practical roadmap for implementation in the field, a guide to making decisions based on the previously stated values, a “vision and values” ​​video for use in internal organizational processes, personal consulting sessions for tailoring workplans to various departments, and more.

The result: Management was consolidated around a clear vision and value set with a strong foundation for a unified organizational language. On-the-ground implementation processes are now under the responsibility and independent leadership of managers, according to the needs of their departments and at the pace that works for them.

The challenge: Forming a unified organizational identity and a set of common values ​​that will define new standards of operation for a large financial company. This requires a process that will connect all layers of management and their employees while supporting business growth and structural changes within the organization.

What we did: Developed a gradual, wide-ranging program that combined the divisional story refinement and distribution through managers. It began with a management workshop based on personal “future stories”, in which a set of common values ​​was identified. Then, gradual assimilation began, starting with division managers, then to department managers, and to all employees. Each group experienced a personal connection to the values, took part in discussions about gaps and barriers, and translated their stated values ​​into daily behaviors. The distribution phase was aided by a carefully developed management kit which contained complete guidance for every level of management. Experiential activities were also held to deepen the connection to values, and to assimilate them. For example: a ​​Eurovision Values Contest (slogan competition), and a Project Day where practical employee initiatives and interdepartmental collaborations were presented.

The result: A strong organizational identity with high employee engagement and connectedness; an organized management infrastructure for the continued implementation of identified values; renewed departmental collaborations.

The challenge: Improving work processes in an industrial company by mobilizing all layers of management, from VPs to mid-level managers. Implementing daily practices representative of values ​​such as continuous improvement, innovation, and systematic, data-based thinking.

What we did: We developed a two-tier model in which the VPs served as sponsors and members of the steering committee, and the middle managers served as leaders of the improvement teams. The teams operated using our structured methodology, which includes collecting and analyzing data as a basis for decision-making, integrating tools for creative thinking in developing solutions, and a systematic process for administering the solutions in the field.

The result: A shift from a “problem-solving” approach to a culture of continuous improvement-based data, innovation, and the development of a new generation of managers equipped to lead change and implement systematic thinking at work.