How Employee Experience Drove a Fortune 1000 Reorg

OVERVIEW:
A leading industrial products organization had grown dramatically over the last several years and was starting to forecast a slowing growth curve with decreasing margins. Having been founded in 1955 traded on the NYSE, and being a constituent of the S&P 500 index they had an established culture with well-known processes.  Their leadership was curious if design thinking could help an organization with over 25,000 continue its growth by becoming more aligned, engaged, and accountable.

APPROACH:
Stonehill was engaged to use design thinking to help the executive team create an organizational structure focused on entrepreneurial practices and manageable KPIs.  The work initiated through several interactive workshops with senior and operational management. It continued to include full operational journey mapping with detailed financial modeling.

RESULTS:
In less than 60 days Stonehill had delivered a full reorganization strategy complete with job descriptions and nested KPIs. The engagement was extended to include change management, development of training materials, oversight of the resulting KPIs, and ongoing management of the transformation.