Organizations share a dangerous blind spot.   They are very good at reacting to visible change, and very bad at noticing slow, structural shifts. As long as numbers hold, customers stay, and people keep showing up, stability feels real. But it isn't.   We live in an ice age.   It began roughly 2.5 million years ago. For most of Earth’s history, there was no permanent ice at all. Entire mountain ranges like the Alps and the Rockies were once nearly twice as high as they are to

Change management is often framed through the lens of the five stages of grief: denial, anger, bargaining, depression, and acceptance. When applied well, this approach can help individuals, teams, and organizations navigate difficult moments.   But that is not the full story.   Too often, change is treated as something organizations turn to only under pressure. Restructurings. Cost programs. Moments when jobs or status are at risk.   The most effective organizations have move

I know Renee from my consulting practice.   She took over a sizable division in her mid-thirties. She had strong business instincts and drove an aggressive market strategy that delivered results in a challenging environment. Her numbers were solid. From a performance perspective, she was doing exactly what was expected of her.   But Renee cared about more than performance.   She believed deeply in developing people. Leaders in her division were assessed more rigorously and re

Our client is an industrial manufacturer of industrial pumps and we were tasked with getting their commercial organization in North America to ‘the next level’. The company had enjoyed tremendous success for decades but starting in the late 2000s, sales orders continuously dropped, and competitors took over market share. The sales model relied on individual relationships rather than scalable team-based experiences. mab worked with the client to implement a reliable and repeat

The largest manufacturing operation of a Swiss pharmaceutical giant was implementing a global initiative to combine LEAN Management with a Process Oriented Organization (POO). The company’s leaders were influenced by Kotter’s Leading Change and his concept for flat hierarchies posed a challenge to the company’s philosophy of providing every employee with an individual performance review. After the restructuring to POO, in some instances, leaders found themselves with 70 or mo

The company’s HR function was operating with an old model of HR generalists supported by experts in Compensation,  Benefits and training. As part of the expansion of the business the approach to ‘managing the workforce’ was put under review. We found HR Managers to be deeply embedded into the company’s operational locations  and global HR guidance was limited to the scope of merit increases. The client asked us to bring in an up-to-date HR service delivery model:    Broadenin