The leaders of the Information Systems department of a major food manufacturer knew they lacked a comprehensive strategic workforce planning process. They turned to MDA Leadership Consulting to help create a customized, three-year plan that would provide department leaders with a more accurate, effective, and enterprise-aligned strategic workforce plan.

It was a Neurosurgery Department problem not even the most skilled of surgeons could solve. Despite its stellar surgical reputation, staff morale was low and sinking in the University of Minnesota Neurosurgery Department. Dr. Steven Haines, Chief of Neurosurgery, knew he needed help with his leadership, and fast. He turned to MDA Leadership Consulting for leadership development assistance. Over the next year and a half, MDA helped Dr. Haines significantly enhance his leadership skills. Today patient and staff satisfaction have never been better, and business is booming.

A relatively new medical products company, ev3, had established a robust, high-quality human resources department in less than a decade. But the department’s leader was not satisfied with simply having a “good” department. He wanted HR to become “great” – specifically to adopt a long-term strategic plan, including measures of effectiveness, efficiency and outcomes, and transform HR professionals into powerful strategic business partners. To achieve these goals, ev3 hired MDA Leadership Consulting to assess the “current state,” design and facilitate a strategic planning process, and align HR service delivery with the organization’s overall direction. The results were transformational. Today, the HR function at ev3 is recognized company-wide as the definitive “go-to” resource for business planning, facilitating effective integration of new talent, developing a leadership pipeline, and providing support for building and sustaining the culture.

Salespeople know success through their sales performance. That’s why even the most successful salespeople aren’t always interested in or ready for managerial positions. So when Ecolab sought a more effective assessment process for identifying and developing candidates for front-line sales management positions, it turned to longtime partner MDA Leadership Consulting. MDA provided the company with a timely, tailored and cost effective version of MDA’s information-rich Fast Track Assessment process. The results? A clean sweep for Ecolab: better information, better-prepared managerial candidates and better business results.

For a single-syllable word, “change” portends potentially enormous consequences. That’s why employees are resistant to change in many organizations. Yet in today’s hypercompetitive market, change is the norm – especially for businesses dealing with rapidly changing technologies. For a national photography company (NPC), change meant revamping the company to become more nimble and competitive in today’s digital world. Specifically, NPC’s consolidation and growth plans required leaders to reevaluate their roles, understand their part in a new organizational structure, and drive strategic changes company-wide. To achieve this goal, NPC needed an experienced change and talent management partner – MDA Leadership Consulting – to illustrate the “big picture” of the company’s change management needs.

Though less than 40 years old, a major medical device company (“MMDC”) had adopted and ingrained potentially unproductive workplace habits that threatened to slow the company’s rapid growth. A new CEO recognized these barriers to success and also realized the magnitude and effort of internally changing and aligning the company’s culture and practices. To expedite the process and ensure alignment success, MMDC commissioned MDA Leadership Consulting to identify the company’s greatest alignment needs, create and roll out a plan to enhance organizational alignment, and provide ongoing support to the company’s leaders. In less than a year, MDA helped MMDC better align itself for long-term success.

As the saying goes, chains are only as strong as their weakest link. Members of a critical operations team at a rapidly-growing division of a large medical device company were capable of carrying a heavy load, thanks to their collective skills and their new leader’s drive to produce superior results. However, the leader’s approach in working with others threatened to limit the team’s full potential and their ability to influence operations methodology enterprise-wide. LeaderBuilder Coaching® provided the team leader with the insight and resources necessary to quickly improve her interpersonal interactions, achieve behavioral changes, and drive better team performance.