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American Indian
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In his influential book,
The Competitive Advantage of Nations, Michael Porter states “the
principal economic goal of a nation is to produce a high and rising
standard of living for its citizens.” By this reasoning, then, the
economic goal of a Indian Nationsis to ensure a high and rising standard
of living for all its members.
“We see this as a time of change,” Smith says, “and what could be a time
of opportunity. We wanted to put together a group of Indian leaders and
organizational experts that could make a difference….”
Porter further suggests, “No nation can be competitive at everything. A
nation’s pool of human and other resources is necessarily limited. The
ideal is that these resources be deployed in the most productive uses
possible.” Virtually every work on strategy begins with the tenet that
you must make strategic choices because you cannot do everything for
everybody.
RedWind is uniquely positioned to provide management consultation to
Indian Nations, Tribal Enterprises, and American Indian owned businesses
because:
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- We are an American
Indian owned consulting firm, conceived with the intention of
helping Indian people. We have a broad and deep understanding of the
issues facing Indian Country today.
- Our expertise is in
the development of business strategy, and building organizations
designed to implement the chosen strategy.
- We bring tools and
methodologies that can leverage for years to come.
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| Founding RedWind, Smith
drew on his relationships with American Indian tribal leaders and put
together a consulting group uniquely qualified to provide the tools and
expertise that tribes need to fend off a hostile political environment
and seize on economic opportunities. |
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| Government |
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| Government Case Study |
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Veteran's Benefits
Administration, Los Angeles Regional Office
Challenge:
The Los Angeles Regional Office was one of the lowest performing VBA
district offices in the country and was threatened to be closed.
Solution:
Created a clear vision, gained buy-in and support for a major culture
change, completely changed the work environment and organizational
structure, and created a “Visual Management” office. Redesigned
processes including HR planning, recruitment, selection and
assimilation, tracking and reporting, performance management, and reward
systems.
Results:
In 2001, the Office received the Director of the United States Office of
Personnel Management’s PILLAR (Performance Incentive Leadership Linked
to Achieving Results) Award—one of only two federal agencies to receive
this award. The office has received a number of additional Awards
including a Reinventing Government Award. Customer: Stew Liff, Director
U.S. Department of Veterans Affairs. |
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| Energy/Utilities
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| Energy/Utilities Case Study |
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Amerada Hess
Corporation
Shared Service Redesign and Enterprise-Wide System Implementation
Challenge:
The operating culture and organization model was deeply rooted in
business processes more than a decade old. The organization focused on
“control of business transactions”. The information systems were a quilt
of computer applications developed for different organizations in
multiple locations, each segment functionally based.
Solution:
RedWind partnered with a big six firm to implement antiquated
enterprise-wide financial systems with SAP. RedWind’s consultants
ensured change management alignment by redesigning business processes,
organizational structure, decision-making, and people selection process
for seven support and two core business processes.
Results:
Operating performance improved from 4th quartile to 1st quartile due to
reengineering efforts. Project won the Smithsonian Award for its
application of a strong change management program and very successful
system implementation.
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| Aerospace
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| Aerospace Case Study |
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National
Semiconductor
Challenge:
Closed its books for fiscal year 1991, showing record $161 M in the
red—the worst loss in its thirty-year history. The aggregate loss since
the beginning of the downslide in the mid-eighties was nearly half a
billion dollars. The stock was at $3 7/8. With 40 days cash flow, the
company was close to bankruptcy. The culture was cynical, defeatist,
stove piped, and accountability averse.
Solution:
With a business culture deeply rooted in antiquated organizational
strategy, technology, and business processes, we teamed with the new CEO
to create a new strategy and implementation capability. Executives and
management were engaged on a world-wide basis to accelerate ownership
and execution. In parallel, each of the organizational major core
processes “strategy development”, “product development”, “demand
creation”, and “supply chain” were reengineered along with their
enabling Human Resource and IT processes on an international basis.
Goals, structures, and systems were aligned to the strategy throughout
the organization. Each of the five fabrication sites were designed to
maximize National’s strategy. Ultimately, all 25,000 employees
participated in the global change process.
Results:
Within 10 quarters of the change process (1993), revenues grew by 30%,
profits improved by 17%, shareholder equity doubled, stock price
tripled, and National was named Turnaround Company of the Year. In 1994,
National reported the highest earnings in its history—$264 M on $2.3 B
in sales. In 1995, the company was nearly debt free. In 1996, National
reestablished its position as the leader in the analog market sector.
The stock rose to $28 1/8. |
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