Problem
A large transportation company in North America faced languishing growth from a business model constrained by limited adoption of new technologies and processes, a heavy dependence on contracted drivers, complicated pricing tariffs, and dependence on large moving trucks despite a growing market preference for flexible, containerized moves with predictable costs and delivery deadlines.

Approach
The Board of Directors selected two groups of next generation leaders and charged them with “designing the company to destroy the company.” In a facilitated process over nine months, we identified the Truth about the Future, major vulnerabilities of the existing business, and architected a new business model to meet the needs of both retiring Baby Boomers and emerging Generation Y customers. One group highlighted the need to reinvent the customer experience using web enabled functionality while the second group redesigned the fundamental principles driving the overall business model.

Results
The work resulted in massive changes across the organization including a new customer centric mindset, implementation of a customer friendly website, simplified and transparent pricing strategies, and reorganization of disparate functions into streamlined, integrated processes. The new strategy prepared the business to sustain results despite a desperate housing market and positioned them to deliver a compelling customer experience to a segmented customer population.

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