We can tout the effectiveness of our processes until we’re blue in the collective face but without proof, it’s just words. So we’ve put together a few case studies to further illustrate how much of a difference the Weinstein Factor can make.
Case Study 1
The executive was frustrated, important initiatives were being stalemated, the department’s individual leaders were a non-cohesive group, and communication had broken down. The executive’s focus was splintered by day-to-day crisis and the department was in disarray. Initially, the executive was skeptical that the Weinstein factor could positively alter the situation.
Case Study 2
With the finance department in chaos, the executive was experiencing difficulty implementing procedure with the staff. In addition, communication with other departments was often ignored leading to a lack of credibility throughout the organization. The information received from the other departments was frequently incomplete and inaccurate, which led to extensive year-end overtime. Employee overtime had become endemic in the department. The change agent was assigned by the organization to this mission critical area.
Case Study 3
An overwhelming lack of communication coupled with the insular construction of organizational silos contributed to major inefficiencies within divisions and the organization. Previous approaches had been ineffective in breaking down the organizational silos.
Case Study 4
The executive staff was not responding appropriately to tasks, which adversely affected the overall success of the organization’s vision, mission and goals.
Case Study 5
Senior management had a communication crisis on their hands as a result of fragmented
leadership in middle management. Meetings were long, frequent and unproductive.
Without a primary focus, employees could not be effectively engaged in collaborative
participation, leading to confusion and low morale throughout the company.
Case Study 6
The Satellite office, located in the Middle East, as severely disconnected from corporate headquarters, located in the U.S. This caused major communication and resource issues. The strain resulted in an absence of mutual respect for fellow employees and the chain of command. The significant lack of empowerment, clarity and focus caused low morale and lead to the creation of several silos.
Case Study 7
The organization was missing critical milestones which cost them millions of dollars. The problem was thought to be established processes the organization used. Employees expressed a lack of respect for the work preformed, morale was critically low, and they felt disconnected to the overall objective of the organization.