The CEO of a global insurance company had been through four CHROs in as many years. Realizing she needed to re-evaluate the structure of the corporate HR function before recruiting again, she contacted Business Talent Group. We deployed an interim HR executive who worked closely…
Refine Results
Functions
- Corporate Development (3)
- Human Resources (3)
- Internal Consulting (1)
- Marketing & Sales (2)
- Mergers & Acquisitions (5)
- Strategy (3)
Industries
- Consumer Goods (1)
- Hospitality & Leisure (1)
- Industrial (1)
- Insurance (1)
- Life Science (3)
- Retail (1)
- Services (1)
- Technology (1)
Project Types
- Interim Executives (1)
- Operations & Performance (1)
- Project Management (5)
- Strategy & Planning (5)
- Transformations (5)
Tags
- Acquisitions (2)
- Adjacent Markets (1)
- Agile (1)
- Agile Organization (1)
- Agile Workforce (1)
- Business Process Transformation (1)
- Business Transformation (3)
- CPG (1)
- Due Diligence (3)
- Forecasting (1)
- Human Resources (2)
- Integration (3)
- Internal Consulting Group (1)
- M&A (5)
- Market Access (1)
- Market Adjacency (1)
- Market Research (2)
- New Markets (1)
- On-demand Talent Program (2)
- Operational Excellence (2)
- Organizational Design (2)
- PMO (1)
- R&D (1)
- Target Assessment (2)
- Team (3)
- Transformation (5)
10 Case Studies Found:
Post-Merger Integration HR Strategy
An acquisition swelled this F500 hospitality giant’s headcount by 50%. The organization was committed to its unique culture, but its HR team was struggling to efficiently integrate the new employees. Business Talent Group’s HR growth specialist led the team’s integration group, incorporating new employees while…
READ MORE
Rethinking the Integration Workflow
The Integration team at an acquisitive networking company was looking to reduce its reliance on traditional consulting firms. Yet workflow was uneven, and the Corporate Strategy office did not want to add permanent headcount. Business Talent Group helped the team restructure the integration process to…
READ MORE
Hematology Market Planning
The dynamic culture at this biotech company creates opportunities for employees as they rotate responsibilities and projects. It also creates opportunities for the external consultants the company relies on to supplement internal teams and minimize disruptions to productivity. In one recent example, the company’s Market…
READ MORE
Establishing an Enterprise PMO
A vertically organized Fortune 500 retailer was setting up an Enterprise Project Management Office. How could the company cut across segments to drive consistent and meaningful change? The VP of Strategy had already defined and resourced 10 cross-segment workstreams. But he needed help implementing and…
READ MORE
Re-energizing M&A
The head of Corporate Development for a F500 B2B company needed to prioritize and act on several potential deals. He began by making two full-time hires dedicated to M&A. But realizing how variable the upcoming workload would be, he turned to Business Talent Group to…
READ MORE
Centralizing Operational Excellence
A global pharmaceutical company’s internal consulting group took responsibility for enterprise-wide transformation initiatives that had previously been handled by external firms. The group’s VP knew he could reduce consulting spend and drive change at the company, but he was struggling to manage an uneven and…
READ MORE
Streamlining Target Assessment
What’s the best way to rank acquisition targets in adjacent industries without hiring a suite of experts for each potential deal? The lean Corporate Development team at a $20B industrial conglomerate found its answer in Business Talent Group, which now regularly augments its capabilities with…
READ MORE
Assessing an Acquisition’s Market Access Potential
A multi-million-dollar pharmaceutical company was in talks to acquire an orphan drug manufacturer with a pipeline asset that was about to launch in Europe. The company’s corporate development team was focused on the deal’s financials, but they lacked the expertise to assess the access potential…
READ MORE
Improving Organizational Agility
The VP of Transformation at a F500 consumer company was launching a major initiative to investigate organizational agility. What systems and resources would be needed to improve the execution of go-to-market strategies—and how would the corporate structure need to change? To help her lead this…