Business Need / Why It Mattered
The client, Library of Medicine, launched a series of initiatives to increase Health Data Standards (HDS) adoption, refine core products and services, improve organizational efficacy and streamline operations. To achieve these objectives and promote biomedical discovery more efficiently, the client embarked upon a strategic planning engagement to define their strategic vision, assess their current role in the HDS realm and identify future HDS trends to incorporate.
Solution
Mythos Group synthesized interviewee insights to develop a SWOT analysis, and designed a functional audit framework to define core products and services. We made recommendations for a future organizational redesign to promote cultural assimilation, improve organizational efficacy, promote interoperability, research collaboration and standards adoption. (please change adoptions to adoption).
The global economic slowdown in 2018 and 2019, adversely impacted the revenue growth of a Fortune 500 hybrid cloud data services and data management company headquartered in Sunnyvale, California. The Channel and Distribution group was tasked with developing an overall strategy to expand the existing business footprint by either leveraging existing partnerships or developing new partner alliances to generate net new revenue streams.
Mythos Group partnered with the Vice President and his senior leadership is developing a strategic vision for the Channel and Distribution group. Mythos Group facilitated eight strategy planning workshops with the senior leadership team in Barcelona, Spain, and New York and Sunnyvale, USA. Mythos Group developed an overall strategy emphasizing organizational redesign, and developing partner alliances to offer digital transformation as an end-to-end service offering. Mythos Group created a communication deck that articulated the strategic vision, and what needed to be done differently to achieve it. Mythos Group also facilitated partner alliance workshops in Bangalore, India, and St. Louis, USA to identify mutually beneficial potential growth opportunities.
A national integrated managed care provider’s Northern California Revenue Cycle group, which serves over 4.1 million members and is one of the largest markets in a nationwide organization that generated $64.6 billion in operating revenue in 2016, was faced with organizational efficiency challenges. The Revenue Cycle’s leadership team acknowledged that they need a strategic roadmap to help reduce their operating costs, simplify and streaming business processes, eliminate inter-department redundancies, improve cross-functional integration, and identify new growth opportunities.
Mythos Group partnered with the Vice President and his senior leadership is developing a strategic vision and objectives for the Northern California Revenue Cycle group. Mythos Group facilitated seven strategy planning workshops with various Northern California Revenue Cycle teams to solicit their inputs in shaping a shared strategic vision. Mythos Group conducted a SWOT analysis to help identify the Northern California Revenue Cycle group’s strengths and weaknesses. Mythos Group developed a strategic roadmap articulating what the Northern California Revenue Cycle team needed to do to improve its overall efficacy. The recommendations included a blueprint for organizational redesign and potential growth opportunities.
This HR transformation was unique, as it comprised of two very distinct phases. The first phase of the HR transformation focused on supporting the creation of a new company resulting from a spin off from the parent company, a global biopharmaceutical giant. Once the spin off was completed, and the new company was fully operational, the second phase kicked in. The second phase of the HR transformation focused on the acquisition integration of the newly created company (US $32 Billion) by another global biopharmaceutical company, headquartered in Europe. This HR transformation impacted over 22,000 employees across more than 100 countries.
Mythos Group partnered with the Chief Human Resources Officer (CHRO), senior executives, and the Works Council to provide strategic change management advisory services to support the HR transformation. Mythos Group developed and maintained a macro view of all the strategic HR initiative’s change strategy and plans. Mythos Group identified key cross-initiative change impacts, change inhibitors / resistance factors, and risks for the deployment of the HR transformation model, and recommended strategies to mitigate them. Mythos Group worked with the client to support their organizational design transitions. Mythos Group collaborated with external client partners to facilitate end-to-end HR process workshops, and support the deployment of Kronos and Workday.
A financial services company, headquartered on the West Coast, initiated a strategic growth initiative focused on market segmentation and improving client contact – thus, improving customer satisfaction, sales, and loyalty. The projected growth was approximately $25 million annually. This strategic growth initiative was comprised of 5 work streams which were further broken down into 16 projects (8 business and 8 technology) and provided an opportunity to leverage best practices and tools, developed by the parent company, headquartered in France.
Mythos Group engaged with the client to get senior executive alignment and commitment to support the strategic growth initiative. Mythos Group created a change management portfolio office to manage the change impacts across all 16 projects effectively. Mythos Group facilitated numerous workshops with the leadership team, senior executives, and impacted stakeholders to develop an organizational strategy that supported the business drivers. Mythos Group worked with the client to implement new organizational structures, improve organizational capabilities, and promote cultural assimilation to create organizational and team effectiveness.
The client, a regional member of a federated insurance business, was in the process of implementing a strategic initiative to eliminate functional and process redundancies, reduce overall operating costs, increase profitability, and improve customer satisfaction. The key element of the initiative was the deployment and user adoption of the new business platform (consolidated Membership Relationship Management, Policy Administration, and Billing & Payment systems). This business transformation would directly impact over 4,000 employees.
Mythos Group engaged with the client to build an understanding of the business context of the transformation and assessed the existing change management practices and outcomes.Mythos Group conducted an organizational capability and readiness assessment to create a Decision Support And Change Capability Framework to define the Change Capabilities needed to support the business drivers of the transformation. Mythos Group developed a phased plan for building the change capability across all lines of business for the federated regions to support the business transformation.Mythos Group conducted knowledge transfer workshops with the internal change team to move forward with the implementation plans.
A large financial services company, headquartered on the West Coast, acquired another large financial services company, headquartered on the East Coast. This acquisition created opportunities to improve organizational efficiencies by organizational realignment, reducing operating costs by streamlining business operations, increasing profitability by introducing new profitable customer-centric products/services, and creating a new business culture.
Mythos Group partnered with the client in the creation of a new entity for self-directed brokerage (approximately 400K customers, $82 Million dollars in annual revenues). Mythos Group facilitated the business transformation by engaging the client in developing a shared change purpose and vision, aligning senior executives, mobilizing stakeholders, executing well-crafted communication strategy, and implementing pragmatic cultural interventions. The cultural interventions comprised of carefully selected levers, and critical behaviors, that when adopted ,would have a significant impact on evolving the culture in the desired direction.
To remain competitive in the market, a consumer packaged goods company launched a global strategic initiative to reduce operating costs by transitioning numerous regionally home grown proprietary systems supporting key functions to a common ERP platform, and improve process efficiencies through standardization. Initially launched in Europe, this initiative would then be rolled out globally in phases. The initiative provided an opportunity for innovation and improved organizational effectiveness.
Mythos Group worked with the senior executives from both the corporate as well as regional headquarters to develop a shared vision and understanding of the corporate strategy. With this critical alignment in place, Mythos Group worked with the client in setting up an Innovations Lab to accelerate the functional and process redesigns and examine the needed organizational structures. Mythos Group partnered with the client in further driving organizational efficiencies by creating a global shared services center of excellence for hosting core functions, processes, and services (internally or externally through outsourcing), improving leadership and team effectiveness, and developing a robust talent management strategy.
An oil & gas company wanted to introduce a new next generation desktop environment focused on business and customer needs, functionality, security, reliability, and low cost of ownership. This new desktop computing environment was to be deployed across 5 continents and 75 countries. The deployment needed to minimize disruption to 60,000 plus employees. To increase user adoption, the end-user training and other training aides needed to support the specific regional/local language.
Mythos Group began the engagement with the client by helping frame the business opportunity and the business case. Mythos Group, in conjunction with other client business partners, facilitated workshops to explore and evaluate potential options, based on key value drives and tradeoffs. Mythos Group collaborate with the client in formulating a recommendation to the senior executive leadership for approval. Mythos Group further supported the Business/IT transformation by developing a change management strategy, providing change sponsorship coaching, aligning leadership, managing stakeholder engagement, conducting organizational risk and readiness assessments, and mobilizing regional/local change network teams.
A technology company wanted to improve its Marketing function globally. The existing corporate (hub) and regional theaters (spokes) model used was inefficient and ineffective. The corporate and regional theaters used non-standardized organizational structures, policies, procedures, and systems. As a result, the tactical support provided by corporate Marketing to the regional theaters was based on informal channels, without well-defined processes, metrics to measure performance, and accountability.
Mythos Group began the engagement with the client by conducting a series of workshops with senior executives at corporate as well as regional theaters to fully flesh out the challenges and misalignments associated with the existing model and marketing function. Mythos Group leveraged this information to define the core organizational capabilities for the overall marketing function that was aligned to the business strategy and plans. These capabilities aided in clarifying work accountabilities, identifying core marketing competencies and associated functional skills and profiles. The clarity of roles, expectations, responsibilities, and the standardized processes advanced the desired shifts to the new marketing model.
A global accounting and audit firm was in the process of undertaking one of the largest initiatives undertaken by the firm to develop a next generation standardized auditor’s workbench. This workbench was envisioned to improve efficiency by reducing redundant manual steps and work arounds and to improve collaboration between fellow colleagues and their respective clients. This workbench would impact nearly 150,000 employees across 5 continents.
Mythos Group provided strategic change management advisory services and directed an independent change audit to review the change strategies developed to support the initiative. Mythos Group reviewed individual change management plans by country to assess their effectiveness. Mythos Group conducted executive workshops to share the findings and the refined change management plans. The refined change management plans incorporated industry best practices and Mythos Group insights to support the initiative with emphasizes on communication, cultural interventions, and organizational alignment (globally and locally). In addition, Mythos Group coached senior executives on effective change sponsorship, and enhancing leadership capabilities.
