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