It was one of their worst nightmares. With their recent growth, the organization’s double checks failed. Given the continued growth, how could they solve this problem ongoing?
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These leaders gained approval to implement a new multimillion-dollar system, promising a big return on investment. How would they deliver on this promise?
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Sales had doubled. A recent internal audit reported gaps in the company’s effectiveness. What could this leader do to get this group on the right track?
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Leadership set a goal to double the customer base in three years. How could this operations leader build capacity without adding more staff?
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Operations saw process improvement projects fail – swirling for months, dying out unfinished or not delivering results. How would she deliver on this year’s ambitious goals?
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It was war: two groups with overlapping responsibilities who couldn’t communicate with each other. How would these leaders deliver a seamless experience for their customers and get employees working together?
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Leading a continuous improvement group was a dream job, though the challenges were not. How could this director get his program out from underneath the hovering grey clouds?
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The vice president brings two organizations together to establish shared services. However, service results turned south. How could important relationships and results turned around?
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