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Listed
below are highlights
of recent Jeslen engagements
in each of our five practice areas.
 Design
and conduct a two-day Strategic Planning Retreat, in Bangkok, for seventy
managers of the $1 billion Asian Sector of a $9 billion diversified,
global consumer products company.
Lead
the senior management team of the Chicago Federal Reserve Bank through a
multiple-day, long-range planning exercise over several months to craft a
three-year vision and strategic plan for the Financial Services Group.
A
$1 billion + pharmaceutical company was too dependent upon one product
with a remaining patent life of less than 5 years. Design and conduct a
strategic planning process to involve the top nineteen executives in
developing a high-consensus strategy for the ten years ahead.
A
$1 billion + professional services firm with multiple business units
needed a process to translate a five-year Vision into actionable,
measurable, annual business plans. We designed the process, facilitated
the business group and senior manager meetings, and individually coached
the senior executives through the implementation phase.
A
capital equipment manufacturer grew through a series of acquisitions and
operated as distinct businesses in the U.S. and Europe. Their challenges
included: (a) globalizing product development, operations, and marketing;
(b) establishing a sustainable presence in Asia; (c) launching a
potentially revolutionary technology in a highly conservative industry;
and (d) creating a unified vision of the future within a cohesive senior
management team. The CEO agreed we would use the Strategic Planning
process to create realistic plans for the first three, and as the primary
vehicle for (d). We designed and conducted a series of four
cross-continent meetings over five months and produced a written plan that
accomplished the goals.
Lead
a European management team through a strategy-development process for the
$200 million European division of a $500 million U.S. chemicals company.
Three, two-day meetings over six months in London, Brussels, and Munich.
Guide
the senior management team of a $2.5 billion company through a ten-month
effort to reorganize from a centralized, corporate + field organization to
a field-based, "Customer Business Unit" model, including
reducing annual operating costs by more than $100 million.
The
historically high growth rate of a $120 million division of a specialty
chemicals company had stalled. Having always gone to market through Rep
Agencies, the company's markets appeared saturated. Our field research
determined this was false. The company needed to build its own direct,
national sales force to replace the agencies and continue to gain market
share.
Our
assignment: lead the senior management team through the development and
implementation of a transition plan to drop the agencies and install
twenty-seven field sales people, and the supporting infrastructure, with
minimal marketplace disruption or loss of business.
Develop
an organization change plan - and manage the implementation of its
elements - to accomplish: (a) the smooth replacement of a divisional CEO,
in concert with (b) an organization restructuring, and (c) the ascendance
of an internal replacement.
Develop
a comprehensive business plan used by a business-to-business e-commerce
venture to secure mezzanine financing.
Design
and conduct performance evaluations processes for a Board, its Committees,
and the CEO of this $2 billion public company.
Clients
often seek professional, objective facilitation, without the insertion of
the consultant's own point of view, research, or recommendations.
Conduct
a two-day board of directors retreat for a high-profile, not-for-profit.
Ensure a thorough, objective examination of disparate views on endowment
allocations toward projects proposed in a long-range plan.
Manage
a group decision-making process for the senior management team of a $2
billion + consumer products company. Enable a high-consensus decision
regarding a proposed integration plan for a $700 million acquisition.
Facilitate
a series of meetings over several months between line and staff executives
of a financial services company. Help them develop a mutually agreed
project plan for the reorganization and downsizing of the company
(reduction of 3,800 employees).
Over
the past 30 years Jeslen has designed, developed, and implemented
more than one-hundred fifty customized Human Resources programs, including the
following:
Company-Specific,
Customized Seminars and Workshops:
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Basic
Training Techniques
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Understanding
Sexual Harassment
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Consulting
Skills
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Interviewing
and Selection
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Sales
Skills
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Negotiating
Skills
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Business
Writing Skills
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Orientation
of New Employees
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Meeting
Leadership Skills
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Retail
Merchandising
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Developing
Strategic Plans
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Creating
an Annual Business Plan
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Persuasive
Communication Skills
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Supervisory
Skills
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Conducting
Performance Reviews
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Finance
for the Non-Financial
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Programs
and Systems:
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Executive
Coaching for mid and senior level managers
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Create
and implement Performance Review Systems for all levels
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Develop
and conduct Sales Training Programs
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Design
and develop Employee Orientation Programs
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Guide
a cross-company task force of the line and staff executives through the
process of fully integrating a $400 million acquisition.
Conduct
the searches to accomplish the hiring of twenty-seven specialty chemicals
field sales people to ensure an up-and-running new organization within a
three-month period.
Design
and manage the non-financial elements of a divestiture process for a financial
services company to ensure workplace and marketplace stability and key
talent retention through a nine-month transition period to the buyer.
Create
project management plans and lead implementation teams to accomplish
downsizings ranging in scope from fifty to six-thousand employees.
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