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CCL President’s Message. March 2008. Today’s Agenda. Restructuring: Why? Restructuring: The Process. CCL’s New Organizational Structure. Restructuring: Next Steps. Restructuring: Why?. Client feedback shows lack of organizational impact.
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CCL President’s Message March 2008
Today’s Agenda • Restructuring: Why? • Restructuring: The Process. • CCL’s New Organizational Structure. • Restructuring: Next Steps. Center for Creative Leadership
Restructuring: Why? • Client feedback shows lack of organizational impact. • Internal feedback identified inefficiencies in Custom line. • Custom consulting study confirmed inefficiencies. • Overall, CCL underperforming to market opportunities. Center for Creative Leadership
Restructuring: Why? North America Revenue $35,000 $30,000 $25,000 Open Enrollment $20,000 Custom Solutions $15,000 Other Revenue $10,000 $5,000 $- FY04 FY05 FY06 FY07 FY08 FC • The total North America year-over-year growth rate was 0.2% from FY06 to FY07 and 3.6% from FY07 to FY08 forecast. • The compounded annual growth rate (CAGR) has slowed significantly over the past two years (from FY06 to FY08): • Open Enrollment = 2.6% • Custom Solutions = -0.6% • Other Income = 4.6% • Total N. America = 1.9% Center for Creative Leadership
Restructuring: Why? CCL’s Existing Organizational Chart Center for Creative Leadership
Restructuring: The Process • Cross-functional group, led by David Altman, formed in December 2007 to come up with several restructuring options. • Options were assessed against initial key drivers: 1) grow impact and revenue 2) work more places globally with more diverse clients 3) create new offerings 4) make it easy for clients to work with us 5) improve knowledge management 6) facilitate strategic and tactical partnerships 7)generate options not requiring new and large financial investments. Center for Creative Leadership
Restructuring: The Process • Later in the process the following additional key drivers were incorporated: 1) attract more human capital 2) emphasize talent in client-focused areas 3) anticipate future direction 4) factor in custom consultant recommendations 5) consider key OLD recommendations 6) simplify revenue and expense responsibilities 7) unleash total CCL talent Center for Creative Leadership
Restructuring: Core Group Members • Jerry Abrams (Advisor) • David Altman (Chair) • Paul Draeger (Advisor) • Joan Gurvis • Cile Johnson • Barak Karabin (Ad Hoc Member, Graphic Designer) • Sara King • Jennifer Martineau • Katherine Pappa • Bill Pasmore (Advisor) • Laurita Sirimongkhon • Susan Smith • Sylvester Taylor • Michael Van Impe • Debbie Zaleschuk • The following faculty/staff were added to the core team two weeks ago to help improve the recommended structure: Kate Beatty, Brent Howell, Jane Koo, Ellen Manakas, Michael Wakefield, Jim Wilson. Center for Creative Leadership
CCL’s New Structure Center for Creative Leadership
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Restructuring: Next Steps • Hire consultants to assist with implementation. • Set timeline for phased implementation. • Provide regular updates through Reorganization Sharepoint site. Center for Creative Leadership