When a multi-disciplinary initiative in patient safety and preventing was being piloted at one of the nation’s most prominent hospital systems, they turned to Lime to help ensure that the project was set up for success.
An award-winning regional bank had acquired a team of blue chip investment bankers to spearhead their strategy to ‘step up to the big leagues’. The bank’s leaders needed to evolve into a more strategic and disciplined team and to shift the direction and environment within the firm. Lime designed a detailed operating blueprint for the leadership team, and supported them individually in building specific, critical leadership capabilities.
A fast-growing provider of enterprise software products recognized the need to become an established global brand in order to achieve ambitious growth targets. Although interest in the brand was on the rise, the company ranked 18th in terms of perceived influence in the industry.
With the backdrop of sever cost pressure, repeated layoffs and restructures and a fearful workforce, the training and education function of a large global financial services firm (including its own business university) was in trouble – disjointed, highly inefficient and providing service of varying quality.
Lime braved the Australian outback in order to create a breakthrough for the on-the-ground operations team and senior management of a multi-national primary industries conglomerate. Recent service disruptions in the mining and transportation business had put operations under severe pressure.
Lime’s work with the executive team at a leading life sciences company enabled them to shift from a collection of competitive high performers to a highly effective, mutually supportive team. In doing so, the leaders were able to make a courageous strategic decision and execute on it; a game-changer for their company, it lead to them leapfrogging the competition and succeeding in being acquired at a very attractive valuation by a global firm.
Parts of the transport operation of a mining company had become dysfunctional. Inconsistent management and lack of teamwork had dramatically increased the frequency of “missed delivery” incidents - at a cost to the organization in excess of $1m each.
With aggressive revenue targets, a boutique bank was ready to rebrand as a serious player in investment banking. Senior leaders were deferring accountability and left decision making to the CEO; there was minimal drive from the executive team for accelerated performance.
A leading enterprise software firm was in the middle of a company-wide restructuring. The global marketing organization knew that to realize the required performance improvements, their processes and culture had to change too.
After several years of more than 60% annual growth, the senior team of a leading life science company was strugging to step up as strategic leaders and define "what's next?" Should they take the risk and back a game-changing technology?