RANA Case Studies
These Case Studies cover the gamut from large to small organizations and outline the process intervention that was needed to solve an emerging issue
The Case of the Broken Printers deals with conflict between work units inside a large manufacturing organization.
Projects in an Uproar deals with multiple projects in conflict with each other and unattached to a Strategic Plan causing waste in a large metallurgical organization.
The Place To Be talks to the need for respecting the value system of an organization and its people inside a large Chemical Engineering organization.
The case of Who’s Who in the Zoo illustrates the difficulties of aligning political agendas when a large Pharma organization faces systemic change.
The Case of the Frustrated CEO deals with the challenge of ensuring an operational response to strategic decisions in a medium-sized Forestry organization.
A Bunfight Over Quality describes the need for aligned agendas in change management as it applies to a medium-sized software organization.
The case of Meetings with a Purpose demonstrates the need to ensure the value of every meeting held, as shown in a medium-sized Pharma organization.
Implementing Learning Needs illustrates what may happen to implementation when gaps in performance are not correctly identified in a medium-sized government organization.
The case of The Misplaced Conference shows the risk of encumbering staff with excessive workloads causing performance gaps in a large non-governmental organization.
The Dream and the Reality illustrates the disagreement that may occur between a Strategic Plan and its operational implementation in a large non-governmental organization.
Where Do I Go From Here? points to the issue that many high performing managers face: a brick will not move up into a triangle.
The case of The CEO Runs Amuck talks to the financial and human risks of appointing senior managers without the needed skills as shown in a small plywood organization.
The Unannounced Change demonstrates the need for any change to be understood by all staff members to ensure engagement and implementation, even in a small architectural organization.
The case of The Staff Tail Wags the Line Dog deals with what may occur when the number of staff employees begins to overwhelm that of the line workers, such as in a small pollution control organization.
The Right Time to Choose illustrates the need to ensure that strategic decisions are correctly timed in order to facilitate the most appropriate line implementation, as applied to a small realty organization.