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Daniel McDonald Director, Instrumentation & Controls Division, Chair, R&D Division Directors' Caucus Oak Ridge National Laboratory
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Bob Sheffield former Managing Director Shell Aircraft Senior Advisor, Safety & Fleet Operational Improvement AgustaWestland
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Ralph Stefano Vice President, Chief Financial and Administrative Officer Edna McConnell Clark Foundation
Case Studies
Cycle Time Revolution
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.
Heal Irreparable Distrust
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.
Millions Ahead of Budget
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.
Scientist Entrepreneurs
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.
Unprecedented Culture Change
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.
Victims Change Their Destiny
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.