Case Views

An Abilene Management Group principal was retained by a major media company to improve the operational and financial performance in a major technology department.  Over a period of a year, the department severely missed its revenue and technology targets, had its funding curtailed, missed development and implementation schedules, and entered into low grade contention with the predominant LEC.  The principal introduced the Team Based Organization (TBO) concept, fiscal restraint, risk analysis, the SLC, PMLC and PDCL methodologies, process improvements, reengineering of architecture, refocusing of efforts, morale improvement, 360 degree communications, revamping of strategy and experienced leadership.    Over several months, we assisted the Company in a new operating plan and a focus on developing personnel, plans, technology and external partnerships.  As the Company ran out of cash and faced either a “wash-out” financing or bankruptcy filing, the department conclusively demonstrated the viability of the strategy through improved cashflow, the meeting of implementation deadlines, the nullification of the LEC advantage and the generation of substantial market demand, resulting in a gain for the investors.

Navigating Through Turmoil toward the Goal

An Abilene Management Group principal was asked by the board of directors and CEO to work fulltime as the senior technology executive after the company sustained severe customer defections, and a looming liquidity crises.  We recommended and took management actions to make the technology department viable and seek other avenues for providing customer value. Shortly after the assignment began, we hired a technology team, negotiated with vendors, solicited new service proposals, created a technology turnaround plan, reengineered technology architecture, and developed and implemented numerous plans improving the effectiveness of various business technology units.  Following one headcount reduction plan and the preparation of detailed potential reorganizations and customer base retention strategies, he was able to identify and quantify in detail, the cost, technology and revenue synergies through various scenarios.  With the Abilene Management Group stewarding major technology department improvements, the company was able to lower churn rate to under 2%, increase customer base by 200%, provide web services substantially below competitor costs, and become the dominant player in its industry.

A significant international cable and broadband firm was struggling with its core business and was also feeling pressured by underperformance.  The company had received over $1 billion in funding, had numerous partnerships and an OEM agreement with a major consortium.  One particular unit had gained recognition as a leader in specialized products and services for internet and VOIP.   However its costs were out of line, its customers were unhappy and substantial management turmoil existed.  In a short period of time an Abilene Management Group principal was able to explore the available options other than a complete shutdown of the operation.  He was able to ascertain that the acquired technologies had substantial potential value and that a next generation product, although late, was eagerly awaited by customers.  By improving communications, technological knowledge and performance, change management, depolitization of the workforce, tweaking of the technology and strategy, closer cost monitoring and successful service implementations, the Abilene Management Group principal was able to convince investors of the profitablity of the improved course of action while reversing the negative cashflow of the enterprise.