For a notable,
university-based foundation, worked with the entire senior management
team to conduct a comprehensive organizational and operational diagnosis
leading to organizational realignment and personnel re-alignment,
and changing from a consensus driven to an action driven culture.
Internal project management processes were extensively overhauled
Led client management teams of a major bank through
the development of Y2K contingency plans to be compliant with Office
of the Comptroller of Currency requirements. This involved developing
contingency plans for 63 separate mission critical operational areas.
Met surveyed customer needs for dramatic
reductions in processing cycle times by completely changing a business
unit's workflow. Used intense employee training and involvement
to lock in accountabilities. Cycle times were shortened, productivity
increased by a factor of 5 to 1, morale improved, and the way was
paved for a major software system implementation. The project involved
working closely with executive management, multiple levels, and
departments of the organization, and a consulting team of nine very
For a major financial services business, answered
the challenge to build customer service and capture customer loyalty
by working with management and guiding an organizational change
to intensely customer focused, high performance, self-directed,
transaction processing teams. The effort successfully restructured
the operational relationship with every retail brokerage with which
the business dealt. As a project final step, developed the methodology
to analyze cost structure differences from the change.
Guided client management in developing a new set
of corporate values for running manufacturing plants and establishing
a successful new culture in a "green field" manufacturing
operation. The plant has met and exceeded all pre-set goals, and
has gone on into ISO 9000 certification.
Set the foundation for the long-term survival of
an organization by conducting a comprehensive organization study
resulting in fundamental changes in governance and succession plans.
The consulting team contained some of the most senior consults in
the consulting firm.
Provided the means for a major software
systems project to be completed within time and budget constraints
with a key contributor team compensation plan having employee team
input to the form of compensation and structure of the plan to gain
acceptance of accountabilities.
Led a management team through the study, design, and change to a
gainsharing compensation plan to increase productivity and build
a performance based culture based on a new statement of values for
a several hundred person manufacturing operation.
Klemm and Associates