We’ve done a lot for our clients — and we’re always ready for more. Use the filters below to read short summaries of our work in the field.
Making Onboarding Meaningful
Emerson designed a consistent onboarding experience that reinforced the company's core values.
A large gas retailer knows that customers who consistently have a good experience remain loyal to the brand, become repeat customers, and act as brand ambassadors. This leads to increased sales.
Emerson designed a consistent, repeatable onboarding experience for sales associates, store managers and district managers that reinforces the company’s core values. Their new company university consists of web pages, on-the-job activity cards and support guides for managers and peer advisors. Participants use individual learning plans, learning checkpoints and knowledge checks to manage their progress.
A gas company was determined to deliver a consistent tool for shift turnovers at their refineries.
A major oil and gas company was determined to deliver a consistent tool for shift turnovers during 24/7 operations at their seven wholly owned refineries.
We worked with them to build a five-step process and identify critical behaviors to make this change stick. The solution helped the company achieve clear and concise communication and capture data on shift status, from one operator to another.
A major bank needed help supporting their bi-annual Senior Leadership Forum in a new way.
Emerson helped a major bank deliver their bi-annual Senior Leadership Forum in a new way. We had supported their previous forum and, months later, we returned to design interactive breakout sessions targeting “priority behaviors” critical to the bank’s desired culture.
Feedback from the president was that the experience was “transformational.” Participants’ responses to the more engaging, interactive and less scripted format were overwhelmingly positive.
The cargo division of the largest airline in the world needed to update its technology to keep up with an increasingly interconnected world.
The largest airline in the world, selling over 250m seats last year. You might not know that the belly of each aircraft also carries cargo across the world: produce, seafood, technology, pharmaceuticals, mail, live animals, and so much more. The cargo business is a barometer of the global economy; as the economy expands so does our client. The cargo business needed to update its technology to keep up with our increasingly interconnected world.
Our client was one of many airlines still using Sabre, a server-based software system developed over 40 years ago. The company selected IBS to replace its aging technology with iCargo, a new cloud-based end-to-end cargo management system. Taking on such a large technology transformation within a complex, highly regulated global transport company difficult, expensive and complicated. They chose Emerson to help.
Together, we developed and implemented a thoughtful employee experience strategy.
First, we conducted a culture assessment to understand regional differences and commonalities, and measure people readiness and engagement at 30+ cargo terminals across the globe. Based on the findings, we built an employee experience plan with a focus attention strategy; the strategy includes a message framework and tools for employee engagement – an app, a game, a website, and a traveling roadshow to give team members first-hand experience with the new system.
We also developed future business processes and designed the organization needs to deliver against their business goals and maximize the benefits of the new technology. As the project progresses, we will build training for the system launch, including hands-on learning opportunities and curricula by role.
There is much work to do until the global roll-out, but the people will be ready!
A major social media company wanted to kick employee skills up a notch, clarify roles and streamline operations.
A major online news and social media company is always looking for ways to improve. In 2009 they wanted to kick employee skills up a notch, clarify roles and streamline operations.
Leadership asked Emerson to focus on their key departments: Product Development/Marketing, Product Engineering and Finance.
Together, we built functional, professional and industry capability models, defining specific competencies – over 200 in all. We re-designed roles, built targeted assessments, and determined learning strategies to help people develop their skills and reach the new standards.
The company rolled out the program to its entire global organization.
A large state government organization discovered an inconsistent on-boarding experience turned enthusiastic new hires into flight risks.
A large state government organization discovered that an inconsistent on-boarding experience turned enthusiastic new hires into flight risks. They asked Emerson to help them create a consistent and easy program that would span large and small groups at any location.
We designed a new curriculum and partnered with internal experts to develop a blended program, incorporating e-learning, instructor-led sessions and self-directed training. Our client launched the new program, ensuring new employees feel welcome and prepared to succeed.
A major municipal utility district was charged with implementing dozens of HR initiatives to ensure the organization had the people power to fuel its business and remain competitive.
The human resources department of a major municipal utility district 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 leadership 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.”
A major pharmaceutical company wanted to provide infrastructure to scale their business, ensure quality across suppliers, create robust processes and deliver with excellence.
A major pharmaceutical company was embarking on an ambitious change: they wanted to provide infrastructure to scale their business, ensure quality across suppliers, create robust processes and deliver with excellence. Part of the solution was implementation of Oracle’s Product Lifecycle Management.
They also knew they needed improved change agility, so they would be ready to exploit the inevitable wave of changes in the coming years. They asked Emerson to help.
We started with assessment, diagnosis, and detailed planning. Leadership worked with us to distill strong change messages; the process got rave reviews from participants. We assessed impacts, then identified and institutionalized new behaviors and habits. We did this for both the transition and the steady state. We used the principles of familiarity, control, and success to make sure the changed behaviors “stuck” with employees.
We also aligned all new processes, behaviors and training with culture, so our client could use the power of its culture to create momentum.
After a specialty foods producer launched a sexy ad campaign to better communicate to its clients, they needed an aligned sales team to tell the same story.
A specialty foods producer wanted to improve their sales process, particularly for their premiere brand. They launched a sexy million-dollar ad campaign that included a variety of pop icons like Levi Johnston, Snooki and Charlie Brown. To gain the success they hoped for, however, they knew they needed an aligned sales team to tell the same story.
They hired Emerson to help.
Before we began our work, the sales team had pushed this brand to their grocery clients by focusing on health benefits and the fact that this company is the biggest grower/supplier of nuts in the world. We reframed their story to be about limited shelf space, small margins and the ROI that would result by adding even just one bin of long-shelf-life pistachios on the floor.
The sales team also leaned toward “wonderful results” as part of their message but, instead, we had them focus on the “squeeze” – the challenge for profit in a tight market.
The result? Our message frame was incorporated into their sales pitch. To ensure continued success, we followed up and with sales training to ensure all future sales pitches were aligned around the common story.
A major clothing retailer needed help training existing and new employees to perform new and improved management roles.
A major clothing retailer decided to reinvent roles for store employees, hoping to realize cost savings through reduced management headcount and more efficient operational processes. After redefining roles for all retail employees — from sales associates to district managers — they needed to train existing and new employees to perform those roles.
Emerson worked with the company’s learning and development team to analyze existing training, design appropriate methodologies for each level, and develop training that was modular, user-friendly and sustainable.
The result was a program comprising four, level-specific programs covering topics from new hire on-boarding to operational processes to leadership skills development.
A major clothing retailer introduced hand-held mobile point-of-sale device so associates could meet any customer need, right on the sales floor, but needed help with training employees how to properly use the new tool.
A major clothing retailer 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 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.
One of the world's largest providers of consumer and commercial products needed help communicating the value of thoughtful sourcing practices.
A nickel a day keeps the doctor away, or something like that.
One of the world’s largest providers of consumer and commercial products needed help communicating the value of thoughtful sourcing practices.
Every year, they were paying more than 10,000 external vendors, many of which were only used only once a year – a costly and inefficient practice. Leadership realized that saving just five cents on every vendor dollar would add up to tremendous savings – savings that could be reinvested in their brands. But to do that, they needed every employee to help.
Emerson came up with a branding idea that all employees could relate to: 5 Ways to Save. By following five easy ways to think about spending on indirect goods and services, the company could reach its goal. We worked with our client to create a campaign to generate awareness across corporate headquarters, its brands and its distribution centers.
Employees embraced the challenge and the company is on its way to big savings, one nickel at a time.
A network storage and data management client needed to upgrade its IT package to over 4,000 employees.
A pioneer in network storage and data management needed to upgrade its own IT package. Its 4,000-strong sales force needed the latest tools at their fingertips to stay on top of 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 the company’s sales to use their new tool and retain their competitive edge.
A wholesale supply company turned to Emerson to lead a massive and complex SAP change.
A major wholesale supply company was in the midst of incredible changes. Within the same year, they acquired their major competitor, dissolved their relationship with their former parent company and started deployment of SAP across their business.
They turned to Emerson to lead the SAP change.
Our team helped determine how the organization would be impacted, 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.
We 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.
A university’s IT department needed to improve how they manage, plan and forecast when partnering with clients and health care subsidiaries. They asked Emerson to help improve their value to the organization.
A major university’s IT department provides technology services to a world-class organization, so there isn’t much room for error. The 360-member team was proud of its outstanding work, but leaders knew IT had to improve how they manage, plan and forecast when partnering with university clients and health care subsidiaries.
They asked Emerson to help improve their value to the organization. We conducted a series of highly facilitated working sessions and collaborated with key stakeholders to reshape the IT division and make sure project management and business acumen complemented their team’s top-notch IT skills.
The result? Twenty-two job models and associated competencies, a training needs analysis for each role and a training development plan. The results were integrated into curriculum planning, recruiting, career progression planning, succession planning, and performance management.
With our help, Emory has met its goal: an IT department worthy of their prestigious institution.
A Big 5 professional services firm needed to transform its face-to-face industry conferences to a virtual experience.
In light of economic conditions, a Big 5 professional services firm needed to transform its face-to-face industry conferences to a more cost-effective virtual development experience. The virtual institute aims to equip practitioners to deliver industry insight to clients.
Emerson and the firm created a sustainable, flexible and innovative design that could be used across various industry groups. The design focused on leading-edge learning solutions and tools that will force interactivity and break the mold of “death by PowerPoint” webinars and “click after click” e-learning modules.
The resulting program is a four-week learning experience that accommodates a variety of learning styles by offering synchronous and asynchronous training. It also uses many learning modalities, including virtual classroom sessions, discussion boards, virtual panel discussions, and a client simulation activity. Virtual classroom sessions (one to two hours in length) bring all participants together twice each week in either plenary sessions or in small virtual teams of five to six teammates with the support of a coach.
Nine years and nearly 400 projects later, Emerson became a trusted partner to one of the Big 4 professional services firms.
After nine years of working together and nearly 400 projects, Emerson has become a trusted partner to one of the Big 4 professional services firms. We’ve created a series of in-person learning programs to support their business objectives.
Emerson built a one-day workshop to standardize a common methodology for delivering data security solutions. We developed a week-long program for new hires with a client simulation broken into three tracks: financial statement and internal controls audit, finance operations and controls transformation, and internal audit transformation activities.
We refreshed an identity and access management workshop and a simulation program teaching basic project management skills to new audit managers. Another one of our favorite projects was building a simulation teaching basic project management skills to new audit managers.
A Big 4 professional services firm needed to strengthen its' leadership skills to ultimately strengthen client relationships.
The leadership of a Big 4 professional services firm knew there were opportunities to be gained through stronger client relationships. They believed if they strengthened key skills in their executives, they could unlock even more success. The firm conceived the Relationship Mastery Program, a skill-building effort for executives (partners, principals, and managing directors), and they brought Emerson in to help.
Together, we landed on four main courses: the Art of Empathy, the Art of Inquiry, the Art of Story, and the Art of Engagement. The Relationship Mastery courses were taught face-to-face at their own company university. We used a variety of methods to reach our learners: video scenarios, games, and interactive sessions. In the end, the results exceeded our client’s expectations. Since 2011, over 13,000 partners and managers have attended Relationship Mastery courses. And that’s just in the U.S. — courses are run out of every major geography: Asia/Pacific, Europe and North.
So far, 33 global executives have participated. We surveyed 2700 employees to find out whether the program was helping them in their client relationships. 94% said they would recommend the courses, and 97% reported that these courses and skills are “essential to my work.”