BETA
High Tech, Partner with Global Logistics
Executive Dialogue on Partnership
Pencil Iterations
During a joint-strategy session, the CEOs from one of the top technology companies and one of biggest shipping providers explored opportunities for partnership. Although there was immense opportunity, the companies were also major customers of each other. The meeting ran the risk of losing focus and degenerating into a bartering session for products and services, while missing valuable strategic opportunities.
High Tech, Financial Service Market
Financial Services Industry Innovation Workshop
Pencil Iterations
With banking and financial services sliding into crisis, an industry leader organized a ‘consortium,’ hosting over 200 financial industry leaders and analysts to explore the future of financial services. Despite the real need to create a framework for the future, the workshop's output was threatened by a history of mistrust and resistance to inter-company collaboration.
High Tech, Networking Company
Reinventing Core
Pencil Iterations
Networks have grown in importance, evolving from simple routers and phone calls to the fast-paced behemoth structure that is the backbone of our information, technology, and data services. The need for reliable, scalable, cutting edge networks is skyrocketing as Cloud Computing and other exciting and taxing innovations come online. This Network company made the strategic decision to focus its resources on the ‘core’ software that supports the physical switches and routers to gain a significant business advantage. But the next generation of software were nearly impossible. It had to be cutting-edge and sophisticated while dramatically improving ease of use for customers. To succeed, the software group needed the explicit support of the business leadership and the collaboration of the business units that would ultimately bring it to market.
National Newspaper
Regional Newspaper Giant Vision
Pencil Iterations
The flagship newspaper for a giant news outlet was losing money, and was the weakest link of all the conglomerate's assets, which also included online, television, and radio. Responding to changing market demographics, the change in news consumption, and a shrinking industry, required collaboration among the paper's leaders and their news counterparts across the larger organization.
