This company never went through any consulting projects and it showed in their processes and studies. It was an unmarked landscape so to speak.
Their main processes were inefficient, long-winded and not harmonised with each other, people lacked training, they did not produce what the market needed, not in time anyway, stocks were high, we detected silo mentality between departments, there were no real KPIs to steer the company, R&D processes were not managed well, new products developed, old ones never deleted, and so on and on and on... Not to talk about that they had far too many people work for them.
We presented those findings and a project plan and it got accepted. The biggest project Proudfoot-worldwide in those days was sold.
Maybe I should follow this ... ;)
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