Challenge A fast-growing tech company in the on-demand app space was disrupting markets with its innovative platform but needed a back office to scale and support its growing portfolio and market presence. The company faced common challenges in moving from start-up to scale in managing its increasing financial complexity and expected growth. This included immature… Read More
Challenge A global precision manufacturing company with a legacy of innovation was deriving most of its revenue from its medical technology business, despite offering a wide array of well-known consumer and industrial products. To reposition the organization for faster growth, the company decided to focus solely on medtech, divesting the rest of its business lines,… Read More
Challenge A prestigious academic health system faced a stark choice as rising care delivery costs outpaced revenue. While one-off performance improvements provided temporary relief, it needed to fundamentally transform how it managed expenses across its system, instilling a culture of operational efficiency, or be forced to cut education and research funding, compromising its multipart mission.… Read More
Challenge Experian is a global information services company with hundreds of data, software, and analytics products generating more than $6 billion in annual revenue. One of the first companies to aggregate credit paying histories of borrowers to inform risk assessment in lending and other markets, it expanded into direct-to-consumer markets in 2001, selling credit reports… Read More
Founded in 1968 as the Development Bank of Singapore, DBS was integral to the rise of the newly independent nation. By offering traditional branch services, DBS grew into the largest bank in Southeast Asia, reaching $400 billion in assets. But as with many firms, big company success led to a bureaucratic culture with engrained habits.… Read More
A VENTURE-CAPITAL INSPIRED APPROACH TO GROWTH Over its 150+ year history, Bayer has become firmly established in core markets across healthcare and agriculture. But with CEO Werner Baumann declaring that innovation is critical to new growth and executing its mission of “Science For A Better Life,” leaders needed to identify how to boost innovation performance.… Read More
REPOSITIONING FOR THE NEW WORLD OF RETIREMENT Only 13% of private sector U.S. workers now have defined benefit pensions, down from 38% a generation ago—while at the same time life expectancy for a retiree has increased from 81 to 85. As the prevalence of defined benefit plans has declined, there has been a corresponding increase… Read More
DETECTING MARKETPLACE FAULT LINES Over the course of 160 years, Aetna had grown into one of America’s premiere insurance companies. But in 2010, incoming CEO Mark Bertolini made a case to the board of directors for major change despite strong growth and steady profits. He was driven in part by personal experiences that left him… Read More
VENTURING BEYOND CORE MARKETS Already the largest operator of fueling stations in Australia, Caltex sought new ways to reach its target of 8% annual growth during a time of falling oil prices and flat demand. The leadership team recognized that they would need to move beyond its core—to pursue a portfolio of new opportunities to… Read More
DISRUPTING THE CARE MODEL By leading the industry in opening clinics inside its stores, Walgreens was already shifting to providing affordable care—by offering flu shots and basic testing in a convenient setting for accessible prices. But expanding into more complex health services presented a greater challenge. Developing disruptive mechanisms to simplify, decentralize, and drive down… Read More