While Redline strongly recommends a holistic approach to dealing with complex business strategy, technology, human and organizational issues, our approach and tools are FLEXIBLE and SCALABLE varying from:

• A well defined project management approach to organization-wide improvement
• A coaching and mentoring approach, working with selected client staff on key determinants of performance
• Workshops and seminars to open minds and reframe our clients’ thinking about any or all of the 10 determinants of organizational improvement.

The generic, recurring theme for almost all of our clients is that they want to significantly improve organizational performance and add or create value in their organizations, without adding unnecessary work and expense.  Examples of situations in which this theme has emerged include the following:

• Current strategic direction and plans are out of date or non-existent.  Visions are weak, not viable or don’t exist.
• Demand for products and services is outstripping current capacity, particularly that of the management team. 
• A senior leader believes that the most persistent challenge to improvement lies with people and leadership.
• Markets are strong, demand is good; considerable investment has been made in new machines, people and support systems, yet bottlenecks remain and throughput has not improved.
• The complexity of technology and business processes is exceeding the ability of operators to operate. Risks to the business have increased. The organization is populated with “fire fighters” and bonuses are paid for problem solving.
• There has been a significant change in the external environment (e.g. rise of the Canadian dollar), and an integrated, comprehensive response is required.
• There is obvious conflict among key managers. “Silos” are alive and well. There is little or no accountability for overall throughput.  
• Morale and turnover problems abound.
• Product design is falling behind the competition.
• Processes take too long, there are quality problems; costs are too high.
• Customer complaints are frequent.
• Mergers and acquisitions: Strategies, structures, roles and people all need to be realigned.
• Stock exchange offerings and listings.  New roles and responsibilities must be defined. New levels of accountability are required.
• The wrong people are in the wrong jobs; key jobs are not filled.
• Investment in “hardware” and technology has far outstripped investment in “software” (people, learning, how the organization listens to customers and employees).

The experience of our consulting team with the above scenarios is extensive. Summaries are presented below by sector.