The recent 5-day closure of the world’s largest hazelnut spread factory due to quality issues highlights one of the key risks facing food and beverage companies. Considering that normal production at the affected plant is 600,000 jars a day, the shutdown serves as a very costly reminder for food processing companies to stay vigilant when it comes to quality.
After spending $30 million and four years trying to introduce a major new IT system, this large medical provider was running out of ideas to make it work. Proudfoot helped the insurer get back on track by engaging people in the process of digitization.
Proudfoot CEO, Pamela Hackett, discussing the Improving Net Present Value presentation that will be done by Jon Wylie, President, Global Natural Resources, at the Future of Mining Conference Americas. The presentation will focus on a case study that shows how your process, people, and systems can ensure huge investments deliver on time, safely, and on budget.
Santa Monica Seafood is a successful family owned and run business that grew to become a significant player. But with growth comes complexity and eventually the business hit a wall, unable to see how to break through to the next level.
Safety is about enabling things to go right. This radically breaks with traditional thinking which focuses on eliminating things that can go wrong.
In June 2018, Angus Maclean, a leader in Proudfoot’s Global Building Materials Practice discussed next-generation Target Operating Models (TOM) with Global Cement Magazine.
Some things take time and that’s the case for the consulting industry icon, Proudfoot, as they announce the next step in the transformation of a 72-year-old consulting brand with the introduction of their all new leadership team line up in the US.
In this excerpt, Proudfoot CEO, Pam Hackett discusses People and Transformation at Innovation Mining Lunch & Learn.
McKinsey’s 2018 transformation survey casts a dark shadow on the odds of your transformation success: They quote a 74% failure rate. They ask if yours is ‘doomed to fail?’. We’re embarrassed for our industry when we read these results. With statistics like that, I almost want to ask, ‘why bother at all?’ But I know transformation doesn’t have to fail.
Proudfoot Managing Director, DACH & Central Europe, Peter Damm, discusses why getting the right people focused on the right objectives truly empowers the people within your organization.
Proudfoot Managing Director, UK, Duncan Manuel on the need for building new habits in order to avoid hanging on to unhealthy ones.
Jon Wylie, President, Global Natural Resources on why creating understanding is at the heart of a successful and sustainable change program.
Proudfoot CEO, Pamela Hackett discusses the ability of people to adjust to change and the role leadership can play in inspiring it.
Results from our organization assessment survey show a downward trend in the effectiveness of self-driven corporate change programs, internal training and general management capabilities. Upon further investigation of the 5,171 global responses we received from both managers and employees, it became apparent that the root cause was the inability to institutionalize behaviors that would bring about lasting change.
As the old saying goes, the only constant in business is change. Inevitably, all organizations will at some point need to evolve by implementing a more structured and radical change program. There are several reasons for this including increased competition, lack of stakeholder confidence, reputation of the business at stake and technological advances.
According to The Economist, if there is a harsh lesson to be learned from China’s recent panic it’s that the rest of the world needs to raise its level of productivity. Long gone are the days where relentless Chinese expansion could be relied upon to keep the global economy moving, and despite external factors that promote robust productivity growth, companies continue to lose ground. If tackling productivity at the microeconomic level is the key to unlocking a nation’s true potential, then business leaders must be part of the solution.
Achieving significant improvement in financial and operational results requires the following elements that promote organizational change:
Alexander Proudfoot recently had the pleasure of participating in this year's "Being Global" conference in Santiago, Chile. It proved to be an outstanding forum for Latin America's emerging business community to learn how to establish a global presence through the effective management of profitability, growth and leadership.
