Problem
With the explosion of internet search engines and digitized information, a large, well established publisher found it increasingly difficult to sustain growth in revenues and profitability with its traditional print collections. When a new CEO arrived on the scene, he initiated a comprehensive program to launch digital, consumer-centric portals. Despite the CEO’s strong track record for building agile organizations with significant growth, the company’s history, cumbersome operating processes, and a risk adverse culture hindered progress.

Approach
Working with the CEO, we designed four executive workshops to design a new Concept to Market process. Beginning with a cultural assessment of the organization’s ability to change, we identified the need to increase capacity for constructive conflict, collaboration, and shared learning. With the assistance of a cross-functional Working Team composed of high potential, next generation leaders, we designed five sub- processes for the Concept to Market Process, defined a new governance process for managing a portfolio of opportunities, and identified new capabilities required for execution. We piloted different elements of the new business model as they emerged, engaged more than 75 people from across the organization to explode the sub-processes into specific tools and templates to encourage standardization and shared learning, and developed comprehensive maps highlighting individuals and interactions necessary to execute the new process. The engagement concluded with cross-functional training of 125 key individuals responsible for implementing different aspects of the new process.

Results
The Company increased its rate of new product development of digital portals, achieving a current momentum of 10 to 12 products each year. The CEO established a new governance structure for portfolio management to ensure rapid and focused efforts to conceptualize, develop and support innovative market solutions. Resources were rebalanced to increase market research and development capacity. Collaboration was enhanced through new electronic collaboration. A new Office of Process and Program Management was staffed with a strong, experienced executive to continuously improve the new process and ensure speed and consistency for all new product efforts.

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