WHO
WE HELP
From established manufacturers to high-tech startups, from mergers and acquisitions to fast growth companies, EBS helps dozens of companies every year to create cultures of performance excellence.
'Transformational'
CM Group Marigold
CM Group, now Marigold, is a $200 million Marketing Technology company that has grown through acquisition from three to seven brands in 18 months. By joining brands, Marigold offers world-class solutions that can be used by marketers at any level. Headquartered in Nashville, TN, CM Group has 1,000+ employees in offices in Indianapolis, Los Angeles, New York City, Pittsburgh, San Francisco, Sydney, London, Wellington, NZ, Belgium and Uruguay.
What challenges were you facing when you began your engagement?
SHARON STRAUSS, PEOPLE VP: When CM Group started adding brands and their employees, we needed insights into what actually drives engagement.
EBS is not trying to measure happiness and satisfaction but rather they determine whether the environment exists for excellent work.
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To have data-informed insights that are based on actual measurements of organizational health is important to me and to (my CEO.) We use those insights to make decisions about programs and initiatives, so we have to have trust in the level of analysis and personalization.
What impact did the EBS team have on your organization?
One word: Transformational.
What actions did you implement based on work with your consultant?
1.) The whole “removing barriers” framework for managers.
2.) Our performance management process is now a series of short, manageable conversations.
3.) Our use of OKRs and the importance of the measurable vision of success.
4.) Manager training that focuses on skill sets, not rules.
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We’ve taken these concepts and applied them to our processes, and you can see a performance culture forming in our numbers and our attitude.
'From staid to stellar'
Fujitsu Network Communications
Dallas-based Fujitsu Network Communications (“FNC”) was the market-leading supplier for the “guts” of the wireless networks in the United States, providing the tools that deliver bandwidth.
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Responding to rapidly changing market conditions was proving to be difficult for Fujitsu, a proud, process-driven company with a history of incremental innovation, steady growth and quality products.
It was becoming clear that the company had to do something it had never attempted: rapid change.
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Under the leadership of CEO Makato Hamada and his successor Doug Moore, Fujitsu was able to turn the culture toward innitiative and innovation, nearly doubling its revenue in less than 4 years.
“We want to let you know how grateful we are to have witnessed RapidChange’s impact, not only on people you worked closely with, but also Fujitsu as a company.
“We have had many conversations about the many lessons learned through your expertise. One of the most momentous ones was the “backbone“ speech that you gave our HR department. Note that it still resonates with both of us because we are still talking about it and how it moved us to assert ourselves.”
Susan Danko, SVP
Fujitsu Network Communications
Walt Ellis, HR director
Fujitsu Network Communications
"The Rapid Action workshop helped us put into action the ideas that had been only talked about before."
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Heidi Weingartner, head of HR
Dallas Cowboys Football Club
"Solution Forums told us our employees’ priorities were very different than ours. Together, we were able to get on the same page and work on the same issues and deliver on our promises."
Les Berry, director of strategy
Denver International Airport
"We had a number of processes that we could improve and ideas that we had forgotten because we were moving so fast. Rapid Lean helped us slow down to speed up."
Elizabeth Shannon, CFO
Semeio Solutions
"We have worked with our operators to address the initial concerns and have made some great progress. I want to thank you again for helping us improve our culture and allow our company to achieve this breakthrough.”
Scott Morling, SVP,
Red Bird Irrigation
