Clients

The Corressence team has partnered with leaders of Fortune 500 companies and start-ups across nine industries.

We have seen companies through tremendous change, through mergers and downsizes, new processes and technologies, and we have helped them grow.

Here are a few examples of our client partnerships over the years.

Mergers & Acquisitions :: Visa

The Need
In 2004 Visa decided to fully integrate with Inovant and DPS, its credit- and debit-processing companies, which had been wholly-owned but separate entities. The goal was to seamlessly integrate people, processes and technologies across the three organizations to create a unified, effective and powerful new Visa.

The Solution
We collaborated with the EVP of Corporate Communications and his team to design a multi-channel communication strategy for the merger. The strategy enabled 360 degree communication and feedback between the executive team and employees of the three companies through a corporate intranet dedicated to the merger, online surveys and leadership communications.

$100MM Change :: Hilton

The Need
From 2003 to 2004, one of Hilton's brands embarked on the single largest change initiative ever attempted in the hospitality industry - over $100MM and involving over 2 million changes across 1300 hotels. Hilton did thorough due diligence to justify the ROI of the endeavor, but they needed someone to help them smooth the way through the implementation.

The Solution
We worked with the CEO of the Hilton brand and his team of advisors and project managers to design a comprehensive change strategy that included detailed project plans, communication plans, a leadership platform, and a risk management process. The key was to establish buy-in from hotel owners, who were to carry the brunt of the cost, and hotel managers, who were responsible for implementing most of the changes. Our rigorous measurement plan proved the effectiveness of the change campaign with overwhelming support for the initiative despite the steep price tag and multi-year implementation schedule.

Outsourcing :: Pfizer

The Need
Pfizer has embarked on a multi-year global strategy it has called “Adapting to Scale” - a wide-ranging change program, targeted to realize $4 billion in total annualized cost savings by 2008 through common processes and applications across multiple business and support functions. As one of its long-term strategic partners and service providers, Accenture worked with Pfizer to comply with Adapt To Scale policies, including the outsourcing of some Accenture-run divisions.

The Solution
We worked with Pfizer and Accenture management to transition a vital technology department from Accenture’s New York practice to their offshore practice in India as part of Pfizer’s Adapt To Scale initiative. Developed the transition strategy, schedule, compensation packages and guiding principles for the transition to progress with integrity, minimal impact to the team and individual, and maximum efficiency for the company.

Collaboration :: Genentech

The Need
Pharma companies spend an average of $890MM to roll out a new drug - a hefty price tag, which is why more and more pharmas are collaborating with each other to share the risk and capitalize on geographic and niche strengths. Genentech, Roche and Biogen Idec decided to collaborate together on a new indication for their blockbuster cancer drug, Rituxan. Biogen Idec had rights to the core molecule, Genentech had the US market presence and Roche had the European market presence. But what happens when you put two nimble, innovative West-coast biotechs in the same room with the 800-pound European gorilla?

The Solution
We played the role of a "three-way marriage counselor" as part of a small, elite consulting team. Worked with senior management across the three organizations to design and execute the strategy for an effective three-way collaboration. Established a common set of principles, practices and standard operating principles, and helped them "speak the same language" in their communications. The result: improved effectiveness and efficiency of their collaboration, saving millions of dollars in clinical trials, manufacturing and marketing.

Process & Technology Implementation :: Staples

The Need
Staples wanted to evolve their financial performance management processes and technologies to give them maximum control and insight to their financial performance. Staples engaged Accenture to implement its cutting edge methodologies and tools. The most common reason that new processes and technologies fail is a lack of stakeholder buy-in and adoption, so Staples and Accenture needed a change strategy to support the implementation.

The Solution
We worked with Staples and Accenture management to design and execute the Change Management strategy for the global rollout of Staples' new Performance Management processes and technologies. The 8-step strategy included leadership engagement, communications, training, performance management, measurement and more.

Contact us to discuss a solution for your organization.