Welcome to New Dimension Performance &
The Science of Business
The Science of Business
Examples & Testimonials
Uncovering opportunities - Developing the strategies to capitalize them - Creating and Leading teams to implement the strategies - Orchestrating the processes, work-flows and systems the teams will utilize...
...Delivering business success, organizational excellence and personal satisfaction to all stake holders... That is The Science of Business.
Let's look at some examples
...Delivering business success, organizational excellence and personal satisfaction to all stake holders... That is The Science of Business.
Let's look at some examples
Uncovering Opportunities Upon taking responsibility for a sales region, it was noticed that the most loyal, hardworking, best referring, and often largest volume customers were paying more than those who constantly nickeled and dimed, harassed customer support, couldn't be counted on for a referal and were always touting the competition. Sound familiar? We saw an opportunity and developed a customer appreciation program that helped our most loyal customers grow their businesses (requiring more of our products) converted many less loyal customers to loyal customers and eventually drove away our hopelessly least profitabel customers to the competition... GOOD RIDDANCE! Sales took off and the region was turned around within a year.
Developing Strategies Upon becoming product manager for the worlds first (although DuPont was a hot and heavy competitor) there were 25 instruments installed. 20 customers wanted their money back, 4 saw the promise and were willing to work with us to make it work, and one customer had the vision and the energy to make it work. (Perhaps you have heard of Craig Venture of sequencing the human genome fame?) The whole concept had to be redesigned from the bottom up, requiring a new instrument design, chemistry and sample prep and data handling software in an integrated easy to use form. It took a year and in the face of heavy competition we were able to develop an instrument that was well designed for a small market segment but as time went on, those market segments were set up like dominoes and a little tweak here and a little change there led us from market to market to an eventualy market in the hundreds of millions of dollars every year.
Creating and Leading Teams When it became clear that large companies were going to come after our lucrative markets, we decided to leverage all of our customer support talent and expertise into a single organization that would act as a competitive entry barrier to these larger companies. Yes, they may have had the where with all to hire great engineers and marketers etc., but they didn't have our experience at fixing the customer. The organization I was charged with consisted of 175 mostly scientists (many Ph.D.s) from 5 different reporting groups and 3 different acquisitions. About two thirds were housed in 4 disparate locations across North America and the rest worked in the field out of their home offices. Most had completely different job descriptions, if any, and served in varying roles and had varying responsibilities. In a matter of months the organizational structure was defined, integrated goals and objectives were identified from the organizational to the individual level by the stakeholders themselves. Related and cross-functional departments such as the sales department were involved. Roles and responsibilities were defined, and incentive programs were put in place to ensure that indeed, no large competitor would be able to invade our space. And none could!
Developing Strategies Upon becoming product manager for the worlds first (although DuPont was a hot and heavy competitor) there were 25 instruments installed. 20 customers wanted their money back, 4 saw the promise and were willing to work with us to make it work, and one customer had the vision and the energy to make it work. (Perhaps you have heard of Craig Venture of sequencing the human genome fame?) The whole concept had to be redesigned from the bottom up, requiring a new instrument design, chemistry and sample prep and data handling software in an integrated easy to use form. It took a year and in the face of heavy competition we were able to develop an instrument that was well designed for a small market segment but as time went on, those market segments were set up like dominoes and a little tweak here and a little change there led us from market to market to an eventualy market in the hundreds of millions of dollars every year.
Creating and Leading Teams When it became clear that large companies were going to come after our lucrative markets, we decided to leverage all of our customer support talent and expertise into a single organization that would act as a competitive entry barrier to these larger companies. Yes, they may have had the where with all to hire great engineers and marketers etc., but they didn't have our experience at fixing the customer. The organization I was charged with consisted of 175 mostly scientists (many Ph.D.s) from 5 different reporting groups and 3 different acquisitions. About two thirds were housed in 4 disparate locations across North America and the rest worked in the field out of their home offices. Most had completely different job descriptions, if any, and served in varying roles and had varying responsibilities. In a matter of months the organizational structure was defined, integrated goals and objectives were identified from the organizational to the individual level by the stakeholders themselves. Related and cross-functional departments such as the sales department were involved. Roles and responsibilities were defined, and incentive programs were put in place to ensure that indeed, no large competitor would be able to invade our space. And none could!
