![[PHOTO] Light streaming through a key hole illuminating an old iron key.](../images/ph_findings.jpg)
"We have to put in place new controls and financial disciplines that stanched the hemorrhaging, cut costs and returned us, temporarily to profit. That was the easy part. Getting some momentum going is much harder." CEO addressing his management team at a Business and Organizational Renewal retreat
"What part of the past can we use as a pivot to get to our future? What part of our proud past successes represents excess baggage?" President's remarks at a Division All-Employee Communications Meeting
The key to survival is balance.
At a Colorado location a client and the lead consultant decided on a framework based on two sets of teams placed throughout the organization.
The participants on the teams are not strategists or planners. They are employees who participate on the teams in addition to their regular jobs.
The consultant did not deliver an inch-thick hard copy of a slick and colorful presentation describing a formula or business model for improving the present and innovating for the future. Instead the consultant provided knowledgeable guidance, a framework, Facilitation and tools to help organize and direct the teams to achieve their outcomes.
Only the client and employees can decide what the business must do to remain competitive today - and stay competitive tomorrow. And own the actions to improve immediate profits and build momentum for a competitive tomorrow.
The client reported that profits improved 12% after the first year and 10% in the subsequent two years.