a Wholesale Distribution Company
A big client was in the midst of incredible change. Within the same year, this large wholesale distribution company acquired their major competitor, dissolved their relationship with their former parent company and started deployment of SAP across their business. They turned to us to lead the SAP change. Our team identified impacts to the organization. Then we designed communication and executive sponsorship to mitigate those impacts and created business readiness teams. We also facilitated ongoing dialogue between the project team, the integrator and the business. Our team forged a partnership with human resources, IT and other departments -- creating a stronger project, surfacing data governance issues and ensuring a series of successful deployments.
When Barclays Global Investors, a financial innovator, needed to in-source a specialty call center, they turned to Emerson Human Capital. We structured a customized on-boarding program to prepare associates to discuss their revolutionary iShares and iPath products. The result: some of Barclays brightest financial minds now have the right skills to support a highly specialized call center where each client represents millions in revenue.
You don't become a petroleum giant and one of the most respected companies in the world by sitting still - not if you're Chevron. Change is a way of life for this corporation that ranks #4 on the Fortune 500 list. Chevron turned to Emerson Human Capital to help with internal communication as they assumed the Texaco brand. We constructed a plan that supported integration with their company-owned stores, their franchisees and internal operations. We helped Chevron smoothly assimilate one of America's most recognizable brands.
Following the tragic events of September 11th, Congress and the President gave the Federal Bureau of Investigations new domestic intelligence responsibilities. In 2004, we helped the FBI develop the Intelligence Career Service. Working with a dedicated group of FBI employees, we helped determine the mission-critical competencies needed for three distinct roles -- intelligence analyst, language analyst and surveillance specialist. We also surveyed the entire intelligence and language analyst workforce to learn first-hand how they could better perform their jobs. In the process, we helped define their career paths and ensured that the intelligence cadre had professional opportunities worthy of one of the world's most respected law enforcement agencies.
Fresh & Easy
Tesco, the world's fourth largest retailer, made its U.S. grocery debut in the fall of 2007 with Fresh & Easy. With stores averaging a third the size of U.S. competitors, Tesco designed a new concept, from the ground up, for the American consumer. This new store concept required a new service model built around "customer assistants." We helped Fresh & Easy get their new staff ready to wow American consumers. The result was innovative, strategically driven training for both new hires and existing employees.
For Gap, dry and traditional has never been the answer. They wanted a way to bring new field employees up to speed quickly and efficiently. Emerson worked with Gap to create "My Foundation," a program that builds the right skills so that field leaders, store leaders and sales associates have immediate impact on the job. The program includes a menu of learning opportunities, covering everything from operations to leadership. Mentors pair up with new employees to develop customized learning plans. Learning is self-paced and happens online, through self-directed activities, or on the job. The result is an efficient, targeted learning experience that's as nimble and fresh as Gap itself.
Genentech is arguably the planet's leading biotech firm. Consistently named one of the Best Places to Work, this scientific giant produces innovative medical solutions that have literally transformed the world. Teams seeking the latest cures must juggle multiple projects, often with multiple timelines and jurisdictions. They needed a super-powered, cross-functional project management process. What a challenge! As Genentech redefined business processes across functions, Emerson partnered with them to develop an effective change strategy and an impactful communication plan.
NetApp is the pioneer when it comes to network storage and data management. But this high tech innovator needed to upgrade its own IT package so its 4,000-strong sales force would have the latest tools at their fingertips to beat the competition. Change is always hard -- especially for ERP solutions in fast-paced environments. That's why this NASDQ 100 company turned to us. Our work included mapping business processes, developing change leaders, fostering global sponsorship and creating culturally attuned communications -- all to prepare those who fuel NetApp sales to transition successfully to their new tool.
- "Emerson has consistently brought change professionals of the highest caliber to our engagements. Their competency, reliability, and flexibility has made them a vital part of our teams."
- Peter Moses
Sr. Director, WW Sales Operations, NetApp
Old Navy is always trying to create a better shopping experience for its customers. They introduced hand-held mobile point-of-sale devices so associates could meet any customer need, right on the sales floor. Emerson developed an instructor-led solution that was delivered to employees by Old Navy HQ staff. The program included a video, a graphic-novel-style learner guide, and realistic in-store scenarios for practice with the new tools. Our solutions connected with their young workforce and the store team was successful from the very first day. The change felt as fresh and current as Old Navy itself.
The Sacramento Municipal Utility District (SMUD) human resources department was overworked. Their top human resource executive was charged with implementing dozens of initiatives to ensure the organization had the people power to fuel its business and remain competitive. We facilitated the development of a strategic HR plan and then helped SMUD develop an operating model for HR work across the district. We helped the team determine resource requirements and create an implementation plan. A year later, their HR executive wrote, "We have a hard time recollecting another consultant that had such a successful impact for us."
Yahoo! is always looking for ways to excel. They wanted to kick employee skills up a notch, clarify roles and streamline operations. Yahoo!’s largest department, Central Technology, asked Emerson to focus on their key divisions: Product Development/Marketing, Product Engineering and Finance. Together, we built functional, professional and industry capability models defining competencies across each department – over 200 in all. We helped re-design roles, built targeted assessments, and determined learning strategies to help people reach the new standards. We also helped create a company portal where this information could be stored and easily accessed. The rollout to Yahoo!’s global organization is underway.