SchellingPoint Case Studies

Examples of successful strategic collaboration

Read about the use of SchellingPoint’s software and methods to drive important subjects from leadership team decision-making to complex societal challenges.

ANY SHARED SUBJECT

‘We’ situations requiring coordinated action

ANY NUMBER OF PEOPLE

From 3 to 300,000 participants

ANY NUMBER OF ORGANIZATIONS

Within one, between two, or across many

ANY TYPE OF ORGANIZATION

For-profit, not-for-profit, government, NGOs, associations, academia,…

ANY MODE OF COLLABORATION

In-person, 100% virtual, or hybrid collaboration

ANY POINT IN THE CONVERSATION

Initial ideating, goal-setting, roll-out, problem-solving,…

The case studies in the tabs below cover a diverse range of situations from the hundreds conducted. In each, the group enjoyed a combination of outputs, outcomes, speed, and efficiency unavailable from conventional collaboration approaches.
Click on the grey buttons to open and close the cases:
BUSINESS PLANS >>>
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Annual Goal Setting and Priorities

Annual goal setting surfaces discontent with a recently revised business strategy.

The Situation

A private equity firm had acquired a US retailer. The private equity firm’s internal consulting group was brought in to help the retailer revise its five-year business strategy and operating model.

The Requirement
One year into their corporate re-positioning, the retailer’s leadership determined they needed to take stock of their situation and select a few core objectives for the next 12 to 18 months. The new CEO brought in by the private equity firm chose a consulting firm using the SchellingPoint software to lead the discussions among a leadership team comprising new leaders such as himself and several from the pre-acquisition management team.

The Solution
The group’s virtual dialogue analytics identified strong alignment amongst the eight most senior executives around the more tactical, operational activities that were underway but weak alignment around their core strategy and go-forward operating model.
The visual display of alignment across the strategic to tactical subjects lead the COO to declare ‘Houston, we have a problem here.’ There was distinct misalignment around the implementation of one aspect of their revised strategy, plus one of the revised operating policies – which several leaders were pleased to have out on the table in full view.

The Result
Through two half-day solutioning meetings, a re-evaluation of their competitive positioning and brand differentiation was conducted, focusing on their branded and non-branded product strategy.
With revised go-to-market priorities set, the organization enjoyed three years of revenue and EBITDA growth.

Clarifying Next Year’s Operational Plans within a New Go-to-Market Strategy

Choosing whether to stabilize or maintain pace during a period of high growth.

The Situation
A mid-size services firm had experienced three years of double-digit growth. Its go-to-market strategy needed refreshing, with clear goals and objectives for the upcoming year.

The Requirement
The firm’s leaders realized they had important choices to make. They understood the need to refresh the go-to-market strategy, but with ‘all hands on deck’ managing the growth, meetings were being postponed.
Also, leadership was conscious that unresolved tension was growing between informal calls to ‘slow the growth to consolidate our execution capability’ versus ‘continue the high growth and risk a few errors.’ A similar divergence was present around the firm’s customer targets, typified by statements such as ‘grow share-of-wallet in the major accounts,’ versus, ‘expand into new markets.’

The Solution
The firm’s President chose to use a consultant using the SchellingPoint software to engage her organization in the go-to-market strategy revision and formulate a set of goals and plans that would meet the firm’s continued growth goals but gain support from its personnel.
42 staff engaged in the virtual dialogue and solutioning activities – leaders, managers, and key staff from business development and service delivery in addition to the leadership team.
All activities took place after the workday ended when personnel felt they could focus on their internal needs.

The Result
The different policies described above were included within the group’s virtual dialogue. However, before these policies could be discussed and agreed, two surprising issues surfaced in the analytics.
On the one hand, confidence in the business model, the leadership team, and the market opportunity were high, but there was unforeseen concern around brand differentiation and decision-making policies.
In two, 3-hour leadership team meetings, the go-to-market strategy revision and supporting annual objectives were identified and endorsed.
The firm maintained its growth rate over the following three years.

Designing a Sustainable Health Information Exchange.

Stakeholders with competing interests develop a policy for financial sustainability.

The Situation
A Health Information Exchange for a US state had been established using available federal and state grants. Given notification of the termination of these grants, the HIE’s governing body faced the question of how it would fund its future operations and growth.

The Requirement
The Health Information Exchange had two years in which to identify and build new sources of income before the grant funding ceased. Unable to agree upon an approach that would provide financial sustainability, the HIE’s executive director hired a strategy consultant using the SchellingPoint software to lead the board and management through a strategy development process.

The Solution
Competing interests of the insurance company payers, health care providers, and board members from organizations representing patients and the public complicated the need to find new revenue streams.
However, the group’s transparent virtual dialogue enabled anonymous comments, and the governing body was able to transcend their personalities and focus on how to make the HIE sustainable.
A breakthrough occurred when the process diagnosed that stakeholders were using different definitions of the word “payer” in their discussions and held different financial assumptions regarding technology development grants.

The Result
With these previously unstated assumptions surfaced, the differing meaning for words being used regularly in the conversation (a common issue in groups) was rapidly resolved.
Within ten weeks, the team developed a strategy and business plan that enabled financial sustainability. This organization is now among the few Health Information Exchanges in the country with service revenues that exceed its operational costs.

 

BUSINESS STRATEGY >>>
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Refreshing the 5-Year Enterprise Vision

A Fortune 50 CEO wants to clarify his leadership team’s view of their vision.

The Situation
After two decades of growth, the organization was embarking on a nine-figure ERP implementation to enable the upgrade of its core business processes to maintain operational efficiency. A brand-name management consultancy had proposed the strategy to make the change, and another had given responsibility for the program.
The organization’s strategy was not in debate; the average tenure on the leadership team was over seven years, and the core business strategy had not needed to change in five years.
However, challenging economic conditions had surfaced on the horizon after the program started.

The Requirement
The CEO wanted to ensure that his leadership team would drive the three-year program from the same vision for their organization, something he felt necessary for success but essential, given the incoming business conditions.

The Solution
Rather than conduct a conventional three to six-month management consulting project to clarify their vision, mission, and strategy, the CEO elected to hire a management consultant using SchellingPoint’s advanced consulting software and skills with two Business Strategy templates. His primary reason was speed, efficiency, and cost – he needed the project done in weeks and not hold up the transformation.
The virtual dialogue analytics surprised the leadership team, who had worked together for over ten years. For example, their different beliefs about the role and ranking of Operational Excellence, Customer Intimacy, and Product Innovation surprised the team (using Wiersma’s Three Disciplines of Market Leadership template in SchellingPoint.)
Their assumed like-mindedness had led to actions and initiatives that were becoming fragmented and silently had taken the implementation of shared values in different directions. Realizing they needed to agree on a common viewpoint, three 2-hour meetings were used to maximize alignment around their direction.

The Result
The subsequent strategy, and how it implemented their definition of their vision, was rolled out to their top 100 leaders within eight weeks. The initiative is given credit for enabling the organization to experience eleven growth quarters over the next three years, through the market challenges. 

Agreeing How to Execute a Growth Strategy

Who are we, and what do we do?

The Situation
The CEO of a cosmetics company was discussing with his management team and first-level leaders how to increase revenue 20% over the next three years. The growth was to come organically, not through acquisition. The growth strategy consultant hired to help them find the answer had helped the leadership surface an exhaustive range of approaches and options.
The conversation had bifurcated around two different approaches to their go-to-market strategy. Ideas such as new pricing schemes, new advertising campaigns, voice-of-the-customer analyses, retooling the sales force, new partnerships, and an exhaustive list of rational actions were debated but with little resolution.

The Requirement
With the CEO’s approval, the growth strategy consultant chose to insert a consultant using the SchellingPoint software into his project to shift the client team onto common ground.

The Solution
Twenty-nine executives and senior managers participated in their two-hour virtual dialogue. Their alignment analytics immediately surfaced a highly divergent assumption, one that had not been explicitly discussed by the group.
Over half of these senior managers believed the company sold ‘commodity cosmetics,’ while the others viewed their product line as a set of ‘value-added facial solutions.’
The difference explained why the suggestions for organic growth were so divergent; price, position, and supply chain improvements conflicted with solution selling training for salespeople and value-based marketing strategies.
The CEO and his team spent three hours clarifying the nature of their product lines. The group agreed that they were selling low-differentiated cosmetics into a highly commoditized, competitive market.

The Result
The clarification allowed the group to select the appropriate marketing and sales strategy adjustments, which have been core to their continued revenue growth.

Ensuring a New Leadership Team Meets its Objectives

Establishing coordinated action to deliver a new business strategy.

The Situation
As part of a corporate reorganization, the back-office operations within five business units reorganized into a single shared service function. The new organization, comprising two-thirds of the original headcount, crafted new vision and mission statements plus a set of strategic objectives. However, after nine months, the group’s performance was not meeting expectations, including zero improvements in its operating expenses.

The Requirement
The organization hired a management consultancy using SchellingPoint to work with the new management team to find ways to attain the original business case metrics.

The Solution
The leadership team’s virtual dialogue showed that a set of fundamental beliefs and assumptions regarding the environment they were operating within were misaligned. For example, a key assumption related to their success rate within a key part of R&D, and how they compared to benchmarked peers.
One of the fifteen senior leaders felt their performance was poor; the other fourteen claimed it was top-box, upper quartile performance. When asked for their reasoning, the general response was that “We are XYZ, we are the market leader, we are as good as any competition,” whereas the dissenter wrote, “I have a three-month-old report showing that we are not half as good as our benchmark peers.”
When the group accepted this markedly different competitive position, it changed an underlying foundation of their strategy. A second key finding was that the group lacked any shared objectives; they had no targets they could only achieve through cooperation. Third, the cost-reduction objectives were not complemented by value-creation objectives.

The Result
The group retained the vision and mission statements but are working to a revised, interdependent scorecard, with supporting actions agreed to by all.

CHANGE MANAGEMENT >>>
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Developing the Change Strategy for a 10,000 User ERP Implementation

Ensuring go-live success from Day 1 to 100.

The Situation
Within a Fortune 50 organization, an internal team of corporate, global, and national change managers was appointed to lead their local section of an ERP upgrade impacting the company’s entire customer-facing quote-to-cash processes. The project was moving the organization from a legacy system to SAP, with integration to multiple third-party applications.

The Requirement
The team was required to assemble a coordinated change strategy. The head of change chose a management consultant using SchellingPoint and the advanced consulting process to facilitate her group.

The Solution
Working virtually across the globe, the 16 change leaders assembled a 100-day and two-year change program comprising 47 actions across seven workstreams to attain 18 change objectives.
These objectives described success from the first site go-live to the third, with consideration for scale-out requirements across the company’s 60 locations.
The group covered all aspects of the implementation, from business unit priorities and IT capabilities and constraints, to the role and use of internal subject matter experts and external consultants, plus mechanisms for handling scope clarification and change, through to training efficacy assurance.
Through the Change Strategy template and virtual dialogue showing what needed to be discussed, and in the order in which to discuss it, the team assembled their agreements, goals, and plans within ten hours, through six virtual meetings.
Beyond the pure technical changes impacting the business users, multiple policies, for example, regarding ‘pushing information’ vs. ‘having users pull information,’ had to be reconciled. The modes, types, timing, and levels of personalization of communications, training aids, and job aids were specified, and projected shortages in internal subject matter and process experts mitigated.

The Result
The change strategy roadmap provided consistency across the organization’s global upgrade.

Ensuring Executive Alignment Around Their Enterprise Change Program

Bringing clarity, completeness, and prioritization to leadership’s goals.

The Situation
A US-based automotive company funded an enterprise-level Omnichannel strategy to bring their disparate customer and distribution channel systems and processes together. The ‘one-company’ strategy comprised consolidation of IT systems, behavior, and process changes from the corporate office to each consumer-facing employee.

The Requirement
A specialist organizational change management (OCM) consultancy was contracted to lead the project’s change management, independent of the global consulting firm leading the overall program.

The Solution
Parallel with setting up the change network and other common change program start-up activities, a SchellingPoint software-driven virtual dialogue was conducted among the C-level executives to bring full clarity to their expectations, requirements, priorities, and concerns for the initiative.
The seven CxO’s expressed over 140 opinions related to the nine goals they had set when funding the Omnichannel strategy. This virtual dialogue analytics surfaced two common problems in such programs, that leadership’s goals were listed but not prioritized, and several were open to interpretation due to a lack of tangible performance metrics.
The unexpected issues caused the process to be extended to the next level of leadership, over sixty vice-presidents and managers. This coverage surfaced a high degree of alignment around the overall sentiment and purpose of the Omnichannel strategy but divergent expectations around specific policy, process, and capability changes.

The Result
The key misalignments within the C-level executives visualized by the Advanced Consulting Software were reconciled by the OCM team leader using Advanced Consulting Skills in four in-person meetings.
Their new agreements were communicated to the next level of leaders, who participated in six weekly virtual meetings to resolve the misalignments, misunderstandings, and omissions in the programs’ details.
This collaboration created a set of executive and field-level managers who led the transformation from a common set of goals and expectations.

Using Change Management to Restore Commitment to a Failed Initiative

Making a transformation project work on the second attempt.

The Situation
A utility company had tried to upgrade its consumer-facing IT platforms and associated billing, service, and maintenance operating processes three years earlier. The program met strong resistance from operational managers and staff. Small, standalone technology swaps had occurred but the core of the change, a new ERP system, never moved from proof of concept into production.

The Requirement
The utility decided to take another approach and gain commitment to the changes at the outset of a new, second attempt at the program. They selected a change consulting firm using SchellingPoint’s software.

The Solution
Unlike the first program, an invitation went out to several hundred personnel from field service engineers to back-office accountants to participate in a virtual dialogue about the program.
The alignment analytics immediately identified that the need for the change was mostly acknowledged and the consumer and utility benefits. However, over 50 constraints were expressed, anonymously, with 17 having broad concern among the participants.
The utility’s leaders and program management team identified inaccurate misunderstandings causing resistance and mitigated the issues and concerns of which they had previously been unaware.

The Result
The utility has moved to the new ERP platform.

 

CULTURE CHANGE >>>
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Driving Culture Change in Healthcare

Changing to a customized leadership competency (behavioral skills) model.

The Situation
The client is a regional healthcare system comprising five hospitals – four acute care and one rehabilitation hospital – as well as a drug and alcohol treatment facility, a research facility, and a home health service. US health care reform and market dynamics had increased pressure for the health system to further enhance its performance.

The Requirement
Their internal business planning process surfaced the need to create more holistic attitudes about policies, protocols, and practices across the hospitals to support ongoing improvement efforts in quality, safety, and financial results.

The Solution
A consulting firm specializing in culture development was selected for their experience and Culture Engine™, their assessment and solutioning template running in the SchellingPoint software. The President and CEO championed, and the Senior Vice President of Human Resources spearheaded the change. A key output was a customized leadership competency (behavioral skills) model.

The Result
Over three years of implementation, the competency model is now incorporated into all human resources management practices.
The CEO has reported ‘the kind of results we had hoped for.’ “One example of cultural change driven by the Culture Engine™ process is ‘System-Wide Thinking.’ With a focus on this competency, localized thinking and behavior is receding and is being replaced with initiatives to standardize clinical protocols across all facilities to achieve clinically integrated networks. Job rotations among the facilities are now becoming the norm, and the sharing of best practices has become an organizational standard.”
He adds another important outcome, “The competency ‘Developing Others’ has driven the creation of the first-ever employee development process and has kick-started the creation of a succession planning process that manages the organization’s talent from a system perspective, using a common definition of leadership.”
Their experience with the Culture Engine™ was differentiated by the early identification of barriers and unintended consequences. “The methodology allowed us to quickly identify key challenges so that the team could begin to work through them in our first meeting. Without the process, it would have taken months to figure out the best approach to move our organization to the next level of excellence”.

Dismantling the Silos to Release Staff’s Brilliance

Culture change helps reinvigorate a European brand.

The Situation
A new CEO was brought in to return an established, respected European brand to growth. One year into his tenure, the management team determined it was time to target changes to the organization’s culture and remove issues at the heart of ongoing challenges.

The Requirement
A Human Resources consultancy was hired to determine where and how the culture should change to support the new business strategy. The consultancy was chosen because of their people expertise and their SchellingPoint capabilities.

The Solution
1,300 personnel across Europe participated in their two-hour virtual dialogue. Over 170 opinions described people’s views, hopes, aspirations, and concerns for the company’s culture.
Among all the information and useful insights generated, the concept of silos and their role in the culture stood out. On the one hand, silo-thinking was described and recognized as an impediment to collaboration, innovation, speed, and efficiency. On the other, staff saw silos as a way of providing community, connection, knowledge depth, and pride.
An approach to removing the word with its negative connotation and negative consequences was innovated that enhanced its positive attributes. These changes became part of a two-year culture change roadmap across six workstreams comprising 67 individual actions.

The Result
Within three months of starting the change roadmap, positive results were experienced and reported by staff and senior leadership.

Quantifying the Culture of Quality in Pharmaceutical Supply Chains

Defining, measuring, and improving supply chain quality cultures.

The Situation
Effective supply chains are essential to any organization and its customers, no less so in the pharmaceutical industry, where shortages and recalls can impact patient health. The 2012 FDA Safety and Innovation Act gave the FDA new authorities to address the challenges posed by an increasingly global drug supply chain.

The Requirement
In response to the FDA’s declared interest in an organization’s ‘commitment to a culture of quality’, Xavier Health, in collaboration with PwC, launched an initiative to engage with industry to (1) define ‘a culture of quality’ and (2) to measure and compare groups within one company as well as compare results across companies, to improve company and industry supply chain performance.
Xavier Health and PwC asked SchellingPoint to help them find how to define and then measure ‘a culture of quality.’

The Solution
Over 80 pharmaceutical quality leaders participated in two rounds of online virtual dialogues via the SchellingPoint software. Using Systems Dynamics influence mapping, cause-effect matrices, goal clarification techniques and the SchellingPoint sentiment indices, Xavier, PwC, and SchellingPoint identified 28 behaviors that constituted the cultural root drivers of quality.
Pilot data from 22 participating organizations showed an overall sentiment that the culture of quality in their organizations was below ideal, across the board. Interestingly, but possibly not surprisingly, quality leadership was generally of the opinion that a culture of quality existed while production operators were ambivalent, at best.

The Result
Pharmaceutical organizations are now using the Quality Culture Improvement Program (QCIP) to measure the presence of the 28 leading indicators of a quality culture in their supply chains. The results feed directly into an action roadmapping processs to improve those which are insufficient.
A recent QCIP project saw 1600 personnel participate of 2000 invited, produced over 5,000 pieces of quality information regarding the 28 leading indicators, resulting in five being action roadmapped for improvement.

CUSTOMER/SUPPLIER RELATIONSHIPS >>>
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Clarifying the Meaning of Customer-Centric

Solidifying the identity of the customer within a B2B product company.

The Situation
When you make a product that is specified, bought by, and then used by different organizations on the way to the consumer – who exactly is the customer? How does R&D factor in the variety of needs, interests, and preferences beyond gathering and listing them? How do they create a view that is shared by marketing, sales, manufacturing, and finance?

The Requirement
The R&D leadership team of this Fortune 250 organization needed to be clear about the answer to these questions as they saw the market and their competition changing. They needed to clarify and gain alignment around their meaning of the term Customer-Centric. They hired a management consultancy using SchellingPoint’s software.

The Solution
The group identified 16 dimensions of customer-centricity. For example, Inclusion was the theme associated with all opinions related to the role customers do, could, should play in the company’s R&D processes. Customer Perspective was the theme associated with all opinions related to what customers received from and wanted from the R&D processes.
A related theme was Economics, housing all the opinions related to the financial value and costs of the ideas and current actions associated with custom-centric behaviors.
The group’s virtual dialogue across these 16 themes of customer-centricity identified 14 underlying assumptions which need to be verified before a valid set of policies could be debated and selected. Through three global teleconferences, data and reasoning were shared and discussed on these items and all other aspects of customer-centricity in a series of five to ten- minute micro-conversations.

The Result
A policy comprising 11 objectives and associated behaviors was documented, describing the successful implementation of R&D customer-centricity to guide the customer lifecycle from ideation through development and delivery to improvement.

Staying Close to a Transforming Customer

Winning back a key customer after losing them through acquisition.

The Situation
An IT services firm had serviced the client for over two decades. The firm’s account manager regularly attended the client CIO’s planning meetings and her colleagues interacting with the CIO’s teams in person daily. They enjoyed ‘a seat at IT’s table.’
One day, the CIO informed the account manager that a private equity firm had acquired them. Within three months, the CIO was replaced, along with over half of the client’s IT leaders. The new CIO informed the account manager that all suppliers were under review and their relationship needed to become more traditional customer-supplier and that due to the size of their spend, their relationship would be one of the first to be evaluated.

The Requirement
This situation was new and unfamiliar to the IT services firm, the account manager, and her support team. After years of deep relationship, they found themselves ‘outside the door’ and cut off from their customers inside the client. The account manager needed to form a response and plan how her team would manage the relationship in the coming months rather than be reactive to the client’s next move.

The Solution
An IT consultancy using SchellingPoint was asked to help the team revise their account strategy. Sixteen colleagues participated. The client CIO and his team were invited to collaborate in the process, but they declined.
Using the group’s virtual dialogue with the Client Account Strategy template, an agenda was selected for a one-day strategy meeting. On that day, the group decided their client’s behavior could not be predicted, as they and their new owner found a path to business success. Foreseeing multiple twists and turns, in terms of client requirements, they developed a ‘shadow’ strategy, to stay as close to the account as possible and be ready to react.

The Result
The account manager shared her firm’s ‘shadow’ strategy with the client’s new CIO. However, soon after, they were informed they will be replaced by a less expensive competitor.
The incumbent deployed the shadow strategy in the coming months as they continued to serve the client while unwinding their services and transitioning them to the new supplier. Within the year, the client CIO changed his mind, disappointed with the new supplier, and re-engaged with the incumbent for another five years.

Using Alignment Data to Enhance Customer Relationships

Replacing proxy, indirect measures of alignment to accurately pinpoint opportunities.

The Situation
Supplier-side relationship managers in B2B organizations want to ‘be aligned’ with their customers but have only had indirect methods to assess that alignment. Voice of the Customer, Satisfaction Surveys, and Contract Performance Scorecards are valuable but incomplete measures of a B2B customer/supplier relationship. They measure satisfaction and performance – which is completely different from alignment.

The Requirement
Supplier relationship and account managers need an objective, data-driven way to identify how aligned their organization is with each customer’s needs. Customer’s purchasing and category managers leading the supplier relationship need to be able to objectively measure the degree of alignment within and between the 10’s to 100’s of colleagues involved in B2B customer-supplier relationships.

The Solution
Organizations are using SchellingPoint to surface known and unknown relationship challenges and opportunities to create explicitly quantify alignment and surface the conversations that their traditional meetings fail to reveal.
In one case, a mid-size manufacturing company used SchellingPoint to provide the data for their semi-annual business review, with a large, growing customer relationship involving over 50 personnel from both companies. Each participant invested 20 minutes into their virtual dialogue.
Once their alignment profile was acknowledged, two key statements in their misalignment lead to an important conversation. The supplier’s account manager felt “I would have never imagined being able to have the conversation if it wasn’t there on the screen”, and lead in the same meeting to a conversation between a customer executive and her sourcing manager that “adjusted the sourcing manager’s understanding of what was deemed success for the supplier.”

The Result
The supplier is now enjoying an increased Share of Wallet at the customer. The same process at other customer/supplier relationships has surfaced $500,000 savings opportunities, increased innovation levels, service levels, and overall customer and supplier partnering.

DIGITAL TRANSFORMATION >>>
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Going Digital, Cautiously, Successfully

Turning apprehension into new revenue.

The Situation
A professional services organization was interested in the concept of digitalizing its service offerings. However, the practical implications were unclear, and key personnel voiced resistance to the idea.

The Requirement
The CEO continually heard from his network of examples of digitalization and the benefits. A management consultant using SchellingPoint was asked to facilitate a discussion within the leadership team of the interest in and ability to execute digitalization of their service offerings.

The Solution
The seven participants expressed 115 opinions on the topic in a two-hour virtual dialogue, conducted entirely from their desks. The analytics were used to drive a one-day in-person workshop. There was no pre-ordained decision or a pre-defined outcome. The conversations were to objectively assess if, where, how, why their service offerings could be digitalized in a way that would add value to themselves and their clients.
Positive drivers included views such as the positive impact on the brand and the reduction of menial project tasks for their consultants. Issues cited included concerns that consultants would have to learn to use software technology beyond Word, Excel, and PowerPoint and that going digital would mean less time interacting with clients. Some viewed the use of survey tools as being sufficiently digital, while others wanted to find ways to use AI and machine learning.

The Result
The leadership team came to an agreement they should pilot one digitalized service offering as a testbed for their learning. Within the first year of standing up the digitalized service, they sold four projects of medium size to existing and new clients. They have a strong pipeline and are training additional consultants to deliver the service.
Initial concerns such as a reduction in time with clients did transpire, but the quality of client meetings has risen, causing both client and consultant to appreciate the greater efficiency and efficacy.

Assembling a Competitive Digital Strategy

Going digital – Learning how to coordinate multiple technologies, personnel, motivations, and skills across multiple organizations.

The Situation
Financial Services is being described as an industry moving from ‘Financial services firms using technology to Technology firms selling financial services.’ One smaller financial services organization became concerned it would not have the financial and personnel resources to keep up with the large player’s digital innovation.
After reaching out to another CEO about the idea, seventeen CEOs showed interest in co-funding a common digital platform. A plan and budget assembled, financial and human resources were committed, and co-development started.

The Requirement
Within the first year, the collaboration was not performing at an operational level as the founders had expected. Milestones were not met, and some participants were expressing frustration with the program.
One of the CEOs was familiar with SchellingPoint and hired a management consultant using SchellingPoint to help the collaboration get on track.

The Solution
The CEOs participated in a two-hour virtual dialogue around the subject of a successful digital platform collaboration. The topic ranged from the long, medium, and short-term forecasts for technology innovation in financial services to assumptions about customer’s needs and the competition’s action. Internally, fourteen areas were covered, from synchronization of the collaboration with each firm’s own business and IT strategies to staffing needs and skills sets.
The summary was that more had been accomplished than realized. The mutual benefits came in the form of shared knowledge, policy modifications, vendor selections, prototypes, and staff skills developm