Issue - A Fortune 500 company acquired another company, and they had diametrically opposed business models
- Expectation was to achieve new innovation and rapid growth
- Problem was to meld the two organizations to achieve these benefits
- Each organization had unique processes that were incompatible
- Skill set and capabilities of acquired organization not understood
| Solution - Designed and simultaneously implemented a common PD system based on best practices, and aligned with the future direction of the new merged organization
- Worked side by side with our client leading and providing ‘real-time’ training to executives and PD teams
- Created a portfolio management system that ensured the appropriate prioritization of PD projects
- Established a system for sustaining a pipeline of new product ideas
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