Over the past two years I have exposed my entire management team and my wife and three children to LaL seminars and coaching. At work and at home, trust has increased, communication has improved and mutual support has become the common focus. There is no organizational or family unit that could not benefit from the LaL experience.
The LaL ‘feedback collectors’ elicited open and honest feedback from my co-workers and wife that helped me realize that I had a lot of work to do (in a positive way). Having a coach support me through the feedback delivery helped me read between the lines and not avoid some things I would have otherwise avoided.
After 10 years of rigorous process improvement, product development cycle time for this semiconductor manufacturer had decreased from 300 to 270 days. One year later, pilot groups working with LaL hit 90 days, then 66. Learn about the unlimited creativity at your finger tips when human dysfunction is removed.
A F500 oil company outsourced its IT management to a multi-national computer support contractor. Chronic system outages and pervasive finger-pointing pushed the contract to the verge of termination, a potential $30M write-off. Learn how LaL helped key leaders make sense of the systemic failures and heal irreparable mistrust to create a best-in-class outsourcing relationship.
URSA was designed to be the world’s largest oil platform, but its development was months behind schedule and millions of dollars above budget. URSA’s Asset Leader leveraged LaL to reinvent his both own leadership and the collaboration between warring silos, ultimately delivering the platform four months ahead of schedule and saving $40 million. And that was just the beginning.
After decades of receiving stable work, the R&D division of a national laboratory saw its funding decrease dramatically. Scientists who preferred experiments to people needed to become entrepreneurial networkers who strategically charted a new direction. The extended leadership team used LaL to challenge their engrained work habits and cultural tendencies to generate millions of dollars of new research funding.
A seven year cultural transformation. Learn how this financial services company overcame operational turf wars, a challenging business environment and stretched leaders in new roles. Changing key cultural dysfunctions helped them change the nature of how they do business — unleashed industry leading growth.
A few years ago, the lumber industry underwent one of its most severe downturns in history. The $200M New South saw its profit margins drop more than $25M. Starting with the CEO, New South and LaL collaborated to transform the DNA of their leadership and culture, breaking out of a victim mentality and thriving to new heights in a volatile market place.