Role Clarity Client References

When Bob Martinson assumed this newly created position, he used the Role Calrity process to address a history of conflict and poor communications between his subordinates as  well as to address the dysfunctional interface between a colleague and his team. The latter were included in the process and the result was clarity of purpose and collaboration where there had previously been conflict, internal competition and acrimony.

Novavax is a clinical stage vaccine company and world leader in the global fight against infectious diseases.  When Rahul Singhvi was appointed President, he inherited tough competitive conditions as well as a divisive management team. He used Role Clarity to “rectify historical baggagae”  and to consolidate his team around a new strategy.  The Role Clarity process has been applied throughout the company as a means of putting focus on specific deliverables linked to the strategic “management dashboard”. The improvements resulting from Role Clarity have been acknowledged as greatly helping NOVAVAX management meet their financial, marketing and cultural targets.

As part of its strategic initiative, Glaxo Pharmaceuticals UK had identified specific targets for improvement in the areas of Role Clarity, Teamwork and Output Orientation.  The Role Clarity process was implemented across the company involving the top 63 managers and their teams. Improvements in these areas as measured by an outside research firm one year after implementation were as follows:
Role Clarity 58%
Teamwork 63%
Output Orientation 43 % 
Senior management also used the Role Clarity process to address interpersonal issues and interfaces.  All seven senior executives came from different pharmaceutical companies and therefore benefited from a consolidated approach to business issues.

Nycomed-Amersham is the global market leader in contrast media and nuclear medicines. When Dr John Padfield was appointed CEO, he perceived the need to reorganize the company along process streams.  This involved the complexity of matrix management as the company moved from functional accountabilities.  Geographic “empires” were broken up as the organizational focus shifted from geography to customer needs.  Role Clarity was used by the Executive team to ensure accountabilities effected by this change were clear as well as to address cross-cultural (primarily UK-Norwegian) behavioral issues.  The process was cascaded throughout the organization and formed the basis of their performance management system.

ApaTech is a world leader in synthetic bone graft technologies. Its new headquarters and primary manufacturing site are in north London serving its major markets in the US, Europe and Asia-Pacific. CEO Simon Cartmell used the Role Clarification technology to prepare the organization for its next growth phase (either IPO or Trade Purchase); to clarify roles and responsilities in this rapidly expanding organization; and to ensure clarity of communications in his geographically dispersed management team (London, Minnesota, and Massacheuttes.)

AerCap is an integrated global aviation company with a leading market position in aircraft and engine leasing, trading and parts sales. CEO Klaus Heinemann used the Role Clarity methodology to prepare his organization for an IPO; to accelerate the realization of perceived operating synergies between AerCap and the newly acquired AeroTurbine in Miami, FL; and to address cultural and operational issues within the multi-cultural (German-Dutch-USA-Irish-French-Scottish), multi-locational and global operating team.

NetCentics is an information technology, software development and innovation process management firm. It was founded in the 1970’s by three friends and today is the single largest provider of network services to the U.S Army Pentagon. This firm was on site and instrumental in restoring the Army’s computer network during the 9/11 tragedy. With the growth and success of the firm, responsibilities were becoming blurred and confusion existed between the roles expected of a shareholder and the roles expected of mangers/friends. This lack of role clarity aggravated shareholders, management and staff and led to a growing climate of personal frustration and organizational ineffectiveness. Management  used the process to clearly identify the roles of each team member and to re-inforce the role and requirements of a CEO (one of the friends.) In addition, behavioral expectations which had been a cause of recent flash points, were addressed and clarified.  The company has returned to its winning ways with renewed measures of trust, clarity and effectiveness.

Quintiles is the world leader in support services for pharmaceutical, biotech and medical device companies. Sally Osmond was tasked as project leader on the Precision Delivery Model to fundamentally altered the way in which the company conducted its clinical trials. This involved the creation and co-ordination of all roles, responsibilities and behaviors across a global template on behalf of the world’s largest drug manufacturer.  Role Clarity provided the format and process that was instrumental in creating the Precision Delivery Project value proposition, getting agreement and buy-in to it and ultimately to executing it. With its focus on deliverables, measures and behaviors, Role Clarity became their “new mantra.”

In post-apartheid South Africa, Lot Ndlovu used Role Clarification consulting services to integrate his disparate team known as The Reconstruction and Corporate Affairs Division.  This involved addressing many of the “political” issues facing organizations in South Africa such as transformation, social and economic development, affirmative action and community involvement.

When Harry Langley was appointed Managing Director of Dreher Sorgyarak Breweries, he found himself in a new country, a new company (outside appointment) and a new culture.  He used Role Clarification technology (1) to “build” his team (2) to centralize functions which had previously been decentralized (3) to shift the strategic emphasis of the operation from a sales (price discounting) focus to a marketing (brand building) focus.