The
foundation of our management strategy is its
proprietary process called Business Vision Alignment.
In simple terms it is a process used to see eye to eye with executive
business management on how EHS adds value to the business. Vision
Alignment is particularly useful to determine business managements
key priorities, sensitivities and performance metrics. It is also
worthwhile to determine if there are any major "disconnects"
among the executives over the vision, goals, timing, and objectives.
Another useful purpose is to both deliver key messages about the
EHS group (e.g., major successes and goals) and also probe for concerns
about how the EHS organization is currently performing (e.g., What
should it be doing better? More of? Less of?). Vision Alignment
combines both the art and the science of executive management interactions. For more information click on the picture at the top left.
Organizational Restructuring
- Provided
a major multinational client with a career competency model
for all EHS staff members.
- Developed
a database of services provided by staff and line HSE organizations
used for aligning roles and responsibilities across a multinational.
- Developed an overall strategy for implementing an EHS shared
services organization within a major multinational corporation.
- Changed the structure of a large utility from a centrally controlled
EHS organization to a decentralized organization with corporate
oversight, guidance and leadership.
- Restructured the EHS training programs for GE through partnerships
with existing business training programs, the Corporate management
training institute (Crotonville) and the Company's major culture
change initiative (Work-Out).
- Formulated strategies to integrate the environmental programs
of multi-billion dollar acquisition of RCA into GE.
- Direct experience in reengineering techniques used by General
Electric (GEs Work-Out) and those developed by Michael
Hammer (Hammer & Co.) and James Champy (Reengineering the
Corporation).
- Reengineered the EHS department of a large utility to a leaner
organization, saving nearly 25% in annual expenses and simultaneously
increasing capability and output. Morale was maintained higher
than the company averages, as measured in internal company surveys,
in spite of employee cutbacks.
- Reengineered the R&D department of Arizona Public Service
(APS) to replace a bundled utility industry research organization
(EPRI) with a more cost effective portfolio of strategic alliances
with other R&D organizations, both domestic and abroad (e.g.,
Electricite de France, Instituto de Investigaciones Electricas
[Mexico]). The majority of the work by this department focused
on clean technologies (e.g., electric vehicles) and renewable
energy production (e.g., solar).
- Reorganized the environmental infrastructure and promoted the
exchange of best practices among GE's 13 decentralized businesses
through a network of councils, task forces and workshops. This
same structure is used by GE today.
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Strategic planning
is an ideal tool to re-engage management on emerging issues, and
priorities to:
- Obtain budget
support
- Demonstrate
shareholder value
- Coordinate
internal and external resources
- Increase
business management's awareness of emerging issues
The strategic
planning model developed by CE has been described in several
publications and is based
on six major steps with sixteen sub-steps, including the basic, but
often overlooked step of vision, value and mission definition. CE
has used this model to:
- Provide ongoing strategic planning assistance to several major corporations in the pharmaceutical and construction industry sectors.
- Performed
strategic review of a major multinational's strategic plan prior
to Board presentation.
- Delivered
several workshops to executive management groups.
- Supported
the initiation of the first systematic EHS strategic planning
process for several major multinationals.
Business Transactions
-
Provided acquisition and divestiture support on over 100 business
transactions ranging in size from one million to over one billion
dollars.
- Provided acquisition review strategy to numerous businesses
in foreign countries and US territories including Hungary, Australia,
France, Japan, and Puerto Rico.
- Provided a benchmark survey on current due diligence practices
to a large foreign-based multinational.
- Planned,
developed and implemented a methodology to establish a baseline
of contaminated site issues for a US-based utility. This was
done in close partnership with the Legal and Finance departments.
Management Systems & Programs
- Provided
independent reviews of the EHS management systems of several
major corporations.
- Established energy conservation programs leading to the first Utility Ally of the Year Award as part of EPAs
Green Lights Program.
- Designed
the corporate driven pollution prevention strategy for General
Electric. This was the first systematic effort by corporate
headquarters to promote the benefits of pollution prevention
over emission (i.e., end-of-the-pipe) control.
- Led the team that created the award winning Environmental
Showcase Home in Phoenix, Arizona. The home showcases
energy techniques, water conservation technologies, and new
construction methods that minimize waste and utilize building
materials made from recycled materials.
- Designed systems to reduce water consumption and increase recycling
in manufacturing facilities in Australia, Brazil, Holland, Japan,
and Mexico.
If you would
like additional information, please complete the feedback
form or contact:
Richard MacLean
350 Hidden Valley Drive
Prescott, AZ 86303-5384
928-777-9212 phone
480-227-7079 cell
Internet: richard@rmacleanllc.com
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