Our clients span a wide range of industries and issues. Clients value the multi-disciplinary perspectives we bring, along with stakeholder involvement techniques that build the commitment for sustained success.
Here is a sample of the projects we have conducted, presented as brief case studies. Terry Schmidt served as project manager or principal consultant on in each one.
Develop Strategic Plans for U.S. Supercomputer Leadership –
National Nuclear Security Agency
Situation Snapshot:
Maintaining global leadership in supercomputer development is a U.S. national priority. The driving force has been the National Nuclear Security Agency’s Advanced Simulation and Computing (ASC) program. ASC unites the resources of three national laboratories (Livermore, Los Alamos and Sandia) with computer manufacturers and university researchers. Their goal is to develop and deploy advanced capabilities that can simulate nuclear weapons tests to ensure the safety and reliability of the nation’s nuclear stockpile without underground testing. While the various labs and programs all had individual plans, the lack of a single overarching plan resulted in overlap and gaps.
Approach:
We guided a task force of ASC program leaders from the three labs in developing a high-level strategic plan. This began with creating a robust organizing framework that could accommodate such a dynamic and complex program. The project required integrating multiple planning documents with related technology blueprints. Most importantly, it required solidifying process interactions among the multiple supercomputing stakeholders.
Results:
The resulting plans have guided continuing supercomputer breakthroughs. The latest systems operate at trillions of operations per second with power equivalent to 100,000 high performance PC’s linked together! These supercomputers are also being used for medical simulations, genetic computing, aerospace design, global climate modeling, financial system modeling, and other sophisticated scientific applications. Thanks to ASC, the United States remains the world leader in this critical technology.
Align Computer Systems –
Boeing Company
Situation Snapshot:
The Boeing 787 is a breakthrough aircraft that utilizes a supply chain of partners around the world to build various parts of the plane. Doing so efficiently required that the computer systems of the various partners be synchronized so that information flows on a timely basis. But these systems were not originally intended to communicate with each other. Breakdowns in communications occurred between Boeing and other supplier platforms in other countries, which delayed rollout.
Approach:
Boeing’s Applications Integration Department invited Terry to conduct a workshop for 30 IT leaders and guide them in wrapping their arms around this complex problem. After teaching them the Logical Framework Approach, they parsed the problem and broke into three working groups to develop a solution.
Results:
The methodology gave them a robust framework to tackle the problem. The developed and implemented a viable solution which integrated the information and lead to a successful rollout of this aircraft.
Lean the Global Supply Chain –
Timex Group
Situation Snapshot:
The Timex Group produces several hundred different watches under multiple brand names. Their supply and manufacturing operations took place in many different countries. It was a huge challenge to make sure that their supply chain was smoothly aligned to ensure the right watches in the right quantities were produced and distributed through multiple layers and players to reach retail and online outlets.
Approach:
Timex’s Supply Chain Director invited key players from all over the world to a workshop to address this critical problem. The first day, Terry Schmidt taught the Logical Framework methodology and guided the attendees through design of an improved Demand Forecasting system. The group then divided into sub teams to address various related projects such as increasing suppliers, updating certain production facilities, and streamlining their process.
Results:
Timex Group implemented these new projects and remains a global leader in a highly competitive and fast changing industry.
Launch a Major Information Technology Initiative –
PATH Global HealthCare
Situation Snapshot:
PATH is a nonprofit global leader which delivers health care in developing countries. PATH operates overseas programs funded by the World Health Organization, USAID, the Gates Foundation, and other donors. With major new projects and rapid expansion of field operations in many countries, their systems became overburdened. In particular, their finance and human resource management systems were no longer adequately serving field or headquarters staff.
Approach:
The project initially focused on understanding information needs, and defining the scope and approach of this large project. What started as an Information Technology project expanded to include process redesign because of the need to simultaneously improve dozens of underlying processes and procedures. We conducted a series of action workshops with headquarters leadership and field staff, using our planning technology to build stakeholder consensus and shape strategy.
Results:
The resulting plan created shared understanding of the implications of the program and laid out an implementation path. Implementation is ongoing.
Combat Fraud Schemes –
DirecTV
Situation Snapshot:
DirecTV is a national leader in providing satellite television service. The many different entities involved in marketing, installing, and delivering broadcast signals have made DirecTV and other providers vulnerable to a variety of organized fraud schemes, such as identity theft and fraudulent credit card use. Two separate departments needed to work together to combat these problems.
Approach:
We helped the top 25 managers and analysts responsible for these issues to sharpen and link their plans. During a series of hands-on planning workshops, department and team leaders used our approach to clarify goals, sharpen measures, identify risks, and define cross-boundary work flows.
Results:
The company improved coordination across functions and achieved measurable increases in their effectiveness at combating fraud and reducing customer churn. Several high-profile fraud schemes were uncovered and turned over to the FBI for prosecution.
Integrate Multiple Companies –
Robbins Research International Inc.
Situation Snapshot:
Before Anthony Robbins became the world’s best known performance coach, he found himself burdened with nine different companies with little synergy amongst them, and a series of effective but disconnected workshops. Tony hired Terry to provide strategic planning to Anthony Robbins and his executive team.
Approach:
We conducted competitive analysis, helped sharpen Robbins’ positioning, and worked with the leadership learn to identify new program delivery models that did not require Tony Robbins to be physically present (TNT-Tony not there). We also aligned a series of personal development workshops.
Results:
This project spurred major redirection of organization units and realignment of seminar elements. This project lead to the creation of Robbins’ Mastery University, an integrated series of high performance workshops whose modular design increased operational effectiveness flexibility as customers could take courses in any sequence. These programs are ongoing and continue to improve the lives of attendees worldwide.
Manage Comprehensive Training Programs –
Washington State Department of Ecology
Situation Snapshot:
The Washington State Department of Ecology chose us to design and deliver their largest ever management training program. This one year program would upgrade the skills of 80 mid-level managers in a number of critical areas.
Approach:
We identified needs and sourced the best faculty from across the country to conduct 12 different courses, then evaluated results. Each program was delivered three times. Topics included Working with the Legislature, Effective Negotiations, Strategic Thinking, Performance Budgeting, and Conflict Resolution. Each participant also received an in-depth before-and-after-skills assessment, using the most sophisticated expert management assessment system available at the time.
Results:
Before-and-after skills assessment showed substantial improvements in the effectiveness of this key management level. Senior Ecology leadership observations confirmed the across-the-board skills increase. Our final event was the topic of a special report on National Public Radio.
Create Leading Engineering University in Southeast Asia –
King Monghut University, Thailand
Situation Snapshot:
King Monghut University of Technology, Thonburi (KMUTT) was a middle-ranked university in Thailand that offers many programs. Their Faculty of Engineering, with some 200 instructors, has committed itself to upgrading and transforming itself so they can graduate more talented students capable of working internationally as “global champions” and operating effectively in Thailand as “knowledge entrepreneurs”.
Approach:
We guided their strategic planning process, beginning with a new vision and mission, then setting goals and developing the strategic themes to reach them. They then turned these themes into flexible strategies, using the LogFrame approach. This project involved multiple workshops and ongoing consulting with faculty and key staff.
Results:
KMUTT executed their strategy according to plan. Major strategic thrusts involve recruiting more international students, setting up centers of excellence, expanding English language capability, strengthening alumni bonds, increasing collaboration with industry, and upgrading the quality of instruction. Recently, they were ranked the number one engineering university in Thailand.
Create Enterprise Revitalization Plans –
U.S. Department of Energy
Situation Snapshot:
The Department of Energy’s National Training Center (NTC) is responsible for training personnel who protect government and commercial nuclear assets from theft, disruption, and attack. Over the years as the threat profile changed, their training methods had become antiquated and the courses needed updating.
Approach:
During a four day workshop, we trained the top leadership team to scan their future environment to identify emerging needs. Then we guided them in how to identify key initiatives and build projects using the Logical Framework. They subsequently They formed a high-performing task force to flesh out projects to upgrade their curriculum, streamline delivery, improve methods and enhance program effectiveness.
Results:
Their management tool of choice was the Logical Framework. Their curriculum is now streamlined and NTC uses more cost-effective and responsive delivery mechanisms to provide vital skills.
Build Management Culture and Systems –
Blizzard Entertainment
Situation Snapshot:
Blizzard Entertainment is the global leader in mass participation online games, with over 10 million customers worldwide paying monthly fees to play World of Warcraft™ and other games. This high-spirited company was growing fast, but the management team came from a “gamer culture,” which sometimes considered management systems to be “corporate BS.” Although approaching one billion dollars in sales, the company had never formally defined their mission, vision, and values.
Approach:
We conducted Blizzard’s first ever strategic planning workshop in a multi-day offsite location with their top 30 leaders. After sharing strategic thinking models, they defined their critical issues, and then formed teams to tackle them. Putting their vision, mission, and values into words involved spirited debate about how to preserve the innovative culture of the company as they grew.
We also began identifying key metrics to track (beyond financials) in each department, and set up a new process for scanning environmental trends. This involved a cross-section of employees who met monthly to share trends they spotted which can affect the company.
Results:
Following the workshop, the task forces conducted ongoing environmental scanning and analysis. They refined their values with broader employee involvement and rolled them out in dramatic style. Values were proudly showcased the middle of their campus courtyard, engraved in bronze and set in the ground surrounding a 12 foot bronze statue. Blizzard continues to innovate and lead their industry category.
Leverage Six Sigma –
Sony Electronics
Situation Snapshot:
When Sony Electronics wanted to further improve the quality of their monitors and laptop computers, they trained internal staff to implement a Six Sigma Total Quality Management (TQM) program. Successful implementation of TQM required strategic thinking and client engagement skills which were missing from traditional TQM curriculums. We were hired to build those skills.
Approach:
We trained 30 Sony TQM Black Belts in our Logical Framework methodology, and then provided hands-on support as they mapped out implementation strategies for quality improvement initiatives. These men and women learned to skillfully identify problems, gain internal customer trust, structure quality improvement agreements, and work with all stakeholders to build greater quality and cost-effectiveness into Sony products.
Results:
Sony’s Black Belts delivered their services with enthusiasm and skill, enabling Sony to manufacture products efficiently and sustain the highest levels of quality in the industry.
Streamline Government Operations –
Washington State Efficiency Commission
Situation Snapshot:
People who enjoy fishing in the state of Washington were forced to buy their licenses from two different departments, depending on the type of fish they sought. The Department of Fisheries issued licenses for salmon and trout, while steelhead licenses were handled by the Department of Wildlife. This overlap resulted in duplicate systems and staff. We were selected to guide a special task force charged with streamlining the licensing operations by integrating overlapping systems.
Approach:
For three months, we guided a 12-person task force comprised of private sector loaned executives along with senior-level government executives selected from multiple government departments. We began with a stakeholder analysis to build support from diverse interest groups including Indian tribes, salmon charter operators, and conservation associations. We designed an integrated license, and guided delicate discussions concerning which of the two departments would operate the integrated licensing system, and which would lose this function.
Results:
Our recommended system was presented to the Legislature and received unanimous support from all key parties. The collaborative work we did within the two departments paved the way for a smooth implementation, resulting in cost savings for the government and convenience for the angling public.
Develop Long-range Energy R&D Plans –
Sandia National Laboratory
Situation Snapshot:
Energy independence and security is a major US national priority. Sandia National Laboratory’s Energy Center (6100) is a key player in conducting research projects to keep the national energy grid safe, secure, and free of cyberterrorism, as well as to integrate renewables into the grid.
Approach:
During a series of workshops, we trained senior technical staff and project leaders to apply the Logical Framework Approach to clarify research programs and projects. We then guided them in developing long-term success measures, identifying the critical assumptions for program effectiveness, and building stronger partnerships with industry, other labs, and academia.
Results:
These programs are now much more cohesive and easier to communicate and manage. This work forms the basis of a more integrated long term strategy for achieving this critical national goal.
Manage Spectacular Growth –
B.E. Meyers & Co. Inc.
Situation Snapshot:
B.E. Meyers & Co. is a leader in applying innovative electro-optics technology to national security, defense and civilian purposes. For example, their non-lethal vision disruption laser (GLARE) – used by U.S. forces in Iraq to slow down vehicles approaching checkpoints – has dramatically reduced civilian fatalities. Success of this system and other breakthrough products resulted in spectacular 300% growth in one year!
Rapid growth, however, creates a host of problems. Balancing operations among marketing, engineering, and production required juggling skills, but there was no integrated system to set priorities. The result was inefficiency, lost opportunities, and an over-extended staff.
Approach:
We have guided two annual intensive strategic workshops, each time defining and tackling critical performance issues with the executive team. Most recently, we established a company-wide priority-setting process that linked the marketing-focused “bid board” process with their internal product improvement process. This improved their ability to establish current priorities that reflect long-range goals as well as handle continuing demand.
Results:
Along with an improved process for allocating scarce financial and technical resources, communications among key players improved. They continue to ride the growth curve by implementing the systems needed to develop, manufacture, and sell industry-leading products.
Win the Peace –
Sultanate of Oman
Situation Snapshot:
In the mid-1970s, the Sultanate of Oman’s Dhofar Region was wracked by insurgents from Yemen who organized the local population to rebel against the government. After years of fighting, the rebels surrendered. Having won the war, attention then shifted to “winning the peace,” a much tougher job. We were called in to help.
Approach:
Terry Schmidt served as a consultant and advisor to His Excellency The Wali/Dhofar and other Omani officials responsible for developing a community infrastructure which would encourage people to settle down so that permanent villages could become established. At the time, much of the population was nomadic, and herdsmen were forced to constantly move their herds around in search of water. The government believed that by digging deep wells, and creating a year-round water source, people would settle down and stable communities would develop.
The government would also set up schools, health clinics, government offices, mosques, and markets. This new physical and institutional framework would produce a stable environment for social, economic, and political advancement. Over a six-week period, Terry guided teams in preparing a master Logical Framework which layed out a five year development strategy. Supporting plans were spun off the master plan for coordinated use by government ministries.
Results:
The program was successfully implemented and today Oman remains a moderate, progressive, Arab nation. This project provides a good example of how our Logical Framework approach can help teams to define and develop an ambitious and complex program.
Achieve Strategic Alignment –
Port of Seattle
Situation Snapshot:
The Port of Seattle needed a single strategic roadmap to integrate various plans and policies. These include Port Commission policies, the recommendations from a community advisory committee, their mission statement, the Seaport’s 20-year vision, the 5-year business plan, and the budgets. They needed to unify these separate plans.
Approach:
We guided an internal task force in developing a strategic map which visually connected goals into causal hierarchies, identified critical initiatives, and set stretch measures. This project incorporated the popular Balanced Score Card methodology, modified to reflect the Seaport’s triple bottom-line objectives of financial success, economic benefits, and community impact.
Results:
The strategic map was strongly endorsed by senior executives and the Port Commission. Internal staff cascaded the process through the operating divisions, making the strategy map the foundation of their planning and budgeting process. The strategy map has been a key tool in helping the Seaport become a national leader in efficiently handling cargo and facilitating international trade.
Reduce Threat of Dirty Bombs –
Los Alamos National Laboratory
Situation Snapshot:
In decades past, the U.S. government has licensed thousands of sealed radioactive sources to industry and to universities for medical research. But no process existed to permanently dispose of these sources when no longer needed or wanted. This constituted a potential health and safety risk to U.S. citizens. In the wrong hands, these materials could be used by terrorists to make dirty bombs.
Approach:
We guided an expert task force – drawn from Los Alamos and Sandia National Laboratories and the private sector – to develop a strategic plan for permanent disposal. A common but robust planning framework was crucial, given the technical uncertainties and political complexity. Finding an acceptable solution required the cooperation of multiple levels of government and many regulatory agencies. During an iterative series of planning sessions spanning several months, a comprehensive work plan was developed. This plan included conducting studies of potential locations meeting stringent geological requirements, developing site licensing criteria, and inviting public participation as the process moved forward.
Results:
The action plan was approved by the Deputy Assistant Secretary of Energy. Since then, the project’s objectives have been accomplished. This has improved public health and safety, and significantly reduced the threat of materials being diverted for malicious use. The broader Sealed Source recovery project received the Los Alamos “Project of the Year” award.
Gear Up Fast When the Stakes Are High –
Washington State Dept. of Agriculture
Situation Snapshot:
When the Asian Gypsy Moth entered the forests of the Pacific Northwest via Siberian freighters docking in U.S. ports, this voracious pest threatened to cause environmental and economic damage estimated at $34 billion. Executing an eradication plan would require expanding the responsible Washington State Department of Agriculture team from 3 to 300 people in just 8 weeks. They asked us to help them gear up and get moving before the weather became warm enough for the moths to quickly hatch and spread.
Approach:
Using our Rapid Action Planning (RAP) methodology, we helped them develop a coordinated action plan for hiring and training staff, developing a public media campaign, deploying 180,000 insect traps, and monitoring results after helicopters sprayed 10,000 acres with a biological substance to eradicate the moths. We designed methods for planning and collaboration among the quickly assembled teams of scientists, insect trappers, health experts, and media personnel. We facilitated multiple action planning sessions to build a forward path.
Results:
Project execution involved spraying thousands of acres, and then trapping insects still left alive. Suspect moths were examined using mitochondrial DNA analysis. Bottom line result: The moth infestation was eliminated, thus preserving the ecology and economy of the Pacific Northwest.
Consolidate Duplicate IT Systems –
AEGON USA
Situation Snapshot:
After the Fortune 500 company AEGON USA acquired Transamerica and several other insurance companies, their Information Technology Services division needed to consolidate overlapping facilities and redundant services. AEGON identified over 100 projects underway in different locales, but the project plans lacked clarity and alignment with central strategies. Their geographically dispersed team members needed to collaborate, but their roles were unclear. Confusion and duplication of effort was obvious.
Approach:
After analyzing the situation, we concluded that to achieve successful integration of the companies, greater attention had to be paid to cultural and people issues, in addition to the complex technical issues. Over a six-month period, we trained their top 120 staff members in our planning methods. They applied these tools align responsibilities and guided their teams in building action plans that linked with each other.
Results:
Multiple project teams were formed to implement plans that integrated the company’s goals with one another. The team’s standardized software streamlined help desks, consolidated overlapping functions, and improved security. Due to their efforts, communications improved, costs dropped, and service availability increased.
Enhance Service Delivery for R&D Support –
UCLA Academic Technology Service
Situation Snapshot:
UCLA is a world leader in research, education, and public service. When their Academic Technology Service (ATS) needed superior ways to deliver technology resources and services to on-campus researchers, they turned to us. They also wanted to increase faculty utilization of their state-of-the-art facilities, which include a Technology Sandbox and Visualization Portal.
Approach:
Working with management and technical staff, we established a new project planning process that shifted their role to collaborative solution-developers. The new model lets ATS staff function as consultants who help faulty researchers identify their research objectives and translate these into technology requirements. To increase use of their exceptional Technology Sandbox, we conducted a stakeholder analysis to identify unique requirements and better provide customized solutions for different research needs.
Results:
ATS now enjoys a more targeted way to respond to the changing needs of faculty doing advanced research in diverse applications including medicine, science, humanities, and the arts. ATS is able to tailor their technological solutions to provide greater value-added to UCLA’s research and academic departments, which accelerates breakthroughs that benefit the nation as a whole.
Build a Solid Organization –
Washington State Auditor’s Office
Situation Snapshot:
The Washington State Auditor wanted to take a fresh look at his agency’s mission, goals and strategy. The Auditor was motivated to provide better customer service, ensure policy consistency, and achieve compliance with financial requirements when his staff carries out their annual performance review of every State government agency.
Approach:
We began by conducting focus groups among internal staff and external constituency groups to identify issues and concerns. We then analyzed issues that surfaced during these sessions and proposed options for the executive team’s review. During an off-site retreat, the executive team refined their goals, fine-tuned strategies, and identified specific steps to achieve improvement.
Results:
This strategic review increased consensus among the executive team members and provided a framework for a more effective delivery of services to ensure the best use of taxpayer funds.
The Auditors office plays a critical role in making Washington state government one of the best in the nation. Washington was one of only three states that received an A rating on the latest Pew Center’s Annual Management Report Card.
Create a New Service Organization –
Lawrence Livermore National Laboratory
Situation Snapshot:
During a Lawrence Livermore National Laboratory reorganization, their networking, LAN, and technical support services were centralized. These services had previously been delivered to 8,000 desktop users throughout several research directorates. Under the new matrix management structure, all services would originate from one department. This required a new organizational structure and operational procedures for users and support services.
Approach:
We guided their newly-formed Systems Network Division in creating strategic and operational plans for providing outstanding customer service. Working in advance with senior executives, we custom-designed and conducted a multi-day planning session for 35 key staff. After core training, the large group broke into sub-teams to develop specific action plans. Execution of those action plans helped to improve service quality, reduce costs, and eliminate redundant facilities.
Results:
The planning process jump-started the Division’s ability to serve their users. They subsequently played a major role in improving security and increasing service quality.
Gain Market Share –
Guggenheim Dental
Situation Snapshot:
Guggenheim Dental Supply Company, a major Southern California distributor, faced strong competition in a market where product demand was flat. Dentists were seeking better ways to improve the profitability of their practices, a trend Guggenheim saw as an opportunity.
Approach:
We assisted Guggenheim in revising their strategic plan and marketing approach. We developed and administered mail-in customer surveys and analyzed response data. During subsequent executive workshops, we helped top management to reinvigorate their field sales force and address the dentists’ practice management problems.
Results:
The company shifted its business model from order fulfillment to being a business partner, thus helping dentists build a productive, profitable practice. The organization committed to publishing their own product catalog and acquired a competitor, which boosted market share and made them the undisputed market leader. Later, having significantly improved the value of the company, the owners sold their interests in order to retire and pursue less toothy adventures.
Improve Internal Operations –
Holiday Group
Situation Snapshot:
Holiday Group is a national leader in time share resales, and the first company to market exclusively on the Internet. However, they never had an integrated plan and their internal departments experienced conflict. In addition, many new industry entrants made competition tougher.
Approach:
During a series of activities spanning two years, we guided the entire top and middle management team in updating their strategic plan and identifying necessary internal process improvements. They then formed action initiative teams for customer service, marketing, and process improvement. We have assisted them in designing periodic strategic reviews and replanning.
Results:
Holiday Group continues to innovate and grow. Internal coordination and process flow has been streamlined. They are widely respected for their business practices and set the industry standard for integrity.
Improve Project Design and Handoff –
U.S. Agency for International Dev., Thailand
Situation Snapshot:
The U.S. government’s foreign aid program provides billions of dollars annually in soft loans and grants to developing countries. These funds support innovative and pilot projects in health, education, agriculture, and industry.
Some of these funds are not well spent because of inefficient project hand-off from designers to implementers.
These projects are usually designed by academic and industry experts. After congressional funding, their project plans are handed over to local government agencies for implementation. But these local implementers were not involved in the design process and lacked understanding of the background and rationale for the project design.
Approach:
For a 16-month period, Terry Schmidt lived in Thailand, working with Royal Thai Government agencies to train project staff responsible for U.S. funded projects. He developed the Rapid Action Planning (RAP) process which would efficiently build integrated teams by “recreating” the project plan to reflect both original intent and on-the-ground reality.
Results:
The innovative methods have been adopted and endorsed by various agencies worldwide, and were documented in a World Bank Report. Our leading edge process derives from this action research.
Strengthen Multi Country Research –
Caribbean Agriculture Research & Dev. Institute
Situation Snapshot:
The Caribbean Agriculture Research and Development Institute (CARDI) is a collaborative organization comprised of 11 Eastern Caribbean and other small nations who pool their technical talent to conduct farming systems research in a variety of livestock, poultry and crop arenas. CARDI planning and administration was difficult because the small research centers in each country spanned five time zones and different agro-economic conditions. Financial transactions occurred in six different currencies. Employees came from several different cultures and different technical disciplines.
Approach:
We assisted CARDI for 5 years, along with consultants from the International Development Management Center, University of Maryland. Technical assistance activities included creating long-term strategic plans, developing an integrated annual planning cycle, establishing systems for prioritizing research needs, teaching management methods to staff, and improving financial reporting systems to host country ministries and donor agencies. In addition to extensive work at the Trinidad and Tobago headquarters, we worked with field offices in Barbados, Jamaica, Belize, Grenada, and St. Lucia.
Results:
CARDI remains a vital institution in conducting research which improves the competitiveness and sustainability of a region facing serve logistical disadvantages and operational diseconomies of scale. CARDI efforts contribute to achieving food self-sufficiency, reducing imports, and developing export crops, with the goal of improving quality of life for the Caribbean people.
