Case Study: Biotech Research Scientists

Background: Leaders within an Early Development Discovery Sciences department of a large, California-based biotech company were beginning to lose staff to competitors in the area at an alarming rate. A quick pulse of the scientists found that they no longer saw the department as an innovative, leading-edge place to work, and felt that "Scientific Leadership" - a long-held value and part of the identity of the organization - had eroded.

CIB Solution: Working with the leadership team, CIB Consultants defined a systemic solution that brought together staff from all eight of the functional areas of the department in a process of reinventing their future. One outcome of that process involved the definition of "innovation projects" to advance science and technologies in areas that would make the greatest difference to departmental results. Once the projects were defined they were resourced with representatives from each of the eight functions.

Over the course of four months, teams working on these projects met five times - each time applying one of the CIB tools to help them define a "breakthrough goal" for their project and make progress on that goal. Teams also applied the CIB tools to partner more effectively with internal and external "allies," and manage obstacles along the way (many of these were formidable challenges arising from both internal and external pressures to stay with the status quo!).

Results: Shortened time-to-delivery was the most pervasive result of the CIB intervention and program. Teams reported that by working differently with partners and allies in a more creative, flexible manner, they were able to deliver breakthough technologies and solve difficult challenges in considerably less time (a savings of between 4-6 months was common). Additionally, collaboration across the functions was described as significantly improved and highly satisfying, and retention of key talent was improved over a two-year post-program period of tracking results.
Case Study: Leaders Within a Process Manufacturing Group
Background: Leaders within an 800 person process engineering group were concerned that their organization had become entrenched in outdated methods for getting work done. At the same time, they had established a goal to capture at least $200 million in cost savings directly due to new and innovative approaches.

They worried about achieving their goal. Ways of thinking about problems and processes for effecting change were no longer keeping pace with changing technologies and the realities of working in a 24/7, global, and highly interconnected business. In addition, leaders and managers within the organization - by their behavior and leadership style - seemed to be feeding the perception amongst employees that it was not safe to take risks (even "intelligent" ones), to experiment, or to "stick their necks out."

CIB Solution: CIB Consultants worked with the Senior Leadership Team to develop an approach for bringing the CIB tools and methodology to the extended management team of 35 people - and then having these managers take accountability for cascading the tools to the rest of the entire 800 person organization.

A design-team of 6 managers from each of the main functions in the organization was established to help develop the program. Working together with certified CIB facilitators, the design team chose to use an "Off-site" format - shaping the content into a 2.5-day session held in retreat. As part of the Off-site - in addition to applying the CIB tools to their most pressing leadership challenges - the extended management team actually created their own plan for cascading the tools to the rest of the organization!

Solution: With all 800 members of the organization thinking differently, asking powerful questions, and proactively applying their creativity to improve processes, optimize partnerships, and streamline technologies, the group achieved their goal of capturing $200 million in cost savings due to innovations in their operations.
Case Study: A New Service Delivery Model
Background: Staff within a Product Development department of a Life Sciences company were inundated by competing requests for time - and confusion about just who provided which services - from three internal groups which operated autonomously: IT, Learning & Development, and Project Managers.

Each of these three groups had different processes for working with internal clients - and did not realize that many of their projects overlapped. Clients felt that the groups were competing for their time and as a result, the success of vital infrastructure projects was suffering. The decision was made to integrate all three groups under one Senior Director, and develop a new service delivery model to streamline interactions.

CIB Solution: Rather than impose a new service delivery model on the teams within the three groups, leaders decided to use the CIB methodology to engage the groups in a design process - where they actually developed and "owned" the new service delivery model themselves. Over the course of three months, the teams met five times - each time applying one of the CIB tools to help integrate their processes, staff, and service delivery models. Interviews with internal clients were used to help frame the problem - and during one of the sessions, clients participated in the session.

Results: Working through the CIB methodology together accelerated collaboration amongst the three groups - and within three months the new service delivery model was not only defined, it was operating successfully. Internal clients' evaluation of customer service metrics shifted from a 2 (on a five point scale) to a 4.5. The Senior Director, responsible for leading the new integrated department reported that by using the CIB approach, we had eliminated the resistance to change she had feared in this much-needed restructuring.
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