Archive for the ‘Case Studies’ Category

Yes Employees can Make a Difference in Reaching Sustainability Goals

By Kathy Miller on May 31st, 2014

The National Geographic Society website describes their organization as follows: “The National Geographic Society has been inspiring people to care about the planet since 1888. It is one of the largest nonprofit scientific and educational institutions in the world. Its interests include geography, archaeology and natural science, and the promotion of environmental and historical conservation. […]

Assessing and Aligning Organizational Culture: Presentation to SME Conference, Closing the Gaps 2010

By Kathy Miller on April 23rd, 2014

Assess and Align Organizational Culture

Engagement, Sustainability and Innovation: How Dow Chemical Connects the Dots

By Kathy Miller on April 11th, 2014

  Dow Chemical, a multinational corporation headquartered in Midland, Michigan, USA, takes sustainability seriously!  The dilemma of meeting customers’ needs in sustainable ways is a challenge that they welcome these days.  However, they haven’t always looked at sustainability through the deep and broad lens that guides their decisions currently.  By increasing the engagement of a […]

From Training to Performance Consulting at Rohm and Haas

By Kathy Miller on July 11th, 2013

How does an established manufacturing facility tackle the relentless demands for improved human performance in the competitive global economy? That is one of the first questions that the Rohm and Haas Monomers Plant addressed as it embarked on a major reengineering initiative…ASTD Article (Houston Article)

Case Study: Organizational Culture and the Bottom Line

By Kathy Miller on June 27th, 2013

Whether we like it or not, every organization has its own unique culture. While some choose to ignore it, and others try to defy it, wise leaders will attempt to understand it. Why? Because organizational culture can have an impact on the company’s ability to implement a strategy, introduce new technology or increase productivity. In […]

Case Study: Blended Learning for Leaders at a Japanese-American Plant

By Kathy Miller on June 27th, 2013

Leaders learn best through doing.  Over our thirty years of working with leadership development in major global corporations, we have learned this critical lesson.  The best way for leaders to learn about the complex and unpredictable process of leading large scale change is to actually do it in their organizations… Blended Learning for Leaders (1)

Case Study: Ashland Chemical

By Kathy Miller on June 27th, 2013

Ashland Chemical needed to transform its existing process for leadership development into a much more robust system. So they hired Miller Consultants to assist them with the implementation of the undertaking.   One of their first objectives was to develop activities with broader organizational reach. They also wanted a leadership pipeline throughout the entire organization […]

Case Study: Ingram Content Group; Preparing LEADers for the Future- A Leadership Development Strategy

By Kathy Miller on June 27th, 2013

Throughout 2012, the Ingram Content Group (ICG) embarked on an innovative leadership development process for their first line leaders. They partnered with Miller Consultants to design and develop the program, which their own internal personnel delivered. January 2013 marks the final graduation of Operations Leads from the year-long program called “LEAD” (Leading, Engaging, Achieving, and […]

Case Study: Brown-Foreman Corporation’s Sustainability Road Map

By Kathy Miller on June 25th, 2013

Brown-Forman, one of the largest American-owned companies in the spirits and wine industry, is known mainly for brands such as Jack Daniels Tennessee Whiskey, Southern Comfort and Korbel California Champagnes. The company has been involved with many aspects of sustainability for a while. For example, in 2004, they sponsored a company-wide symposium on sustainability to […]

Case Study: BC Hydro

By Kathy Miller on June 13th, 2013

Over a 2-year time frame, Miller Consultants led the executive leadership team of the B C Hydro Company in a training and development process. To begin this undertaking we conducted an organizational culture assessment as the first step in the larger change management project.