Meridian Offers Services Productivity Programs With Measurable Results

In response to a clear competitive threat, a $20 billion technology manufacturing and services company was changing its business model into a "make to real-time demand" model (and away from its traditional "make to inventory" model). Sweeping changes in business processes and organizational structures were contemplated. Yet after two years on the job, the project was sputtering. Project sponsors used RQ to pinpoint why this program was stalled. RQ interventions with the project team and the company's senior managers showed that top leaders saw no personal reasons for supporting the project. This lack of top support undermined the project's credibility in the eyes of the project team. As a result, the project team continually allowed other priorities to divert their time and energy from the project. A re-calibration of project goals and a renewed emphasis on project importance changed these perceptions, and the company has recently been lauded in the business press for its manufacturing improvements.