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WhiteWave Consulting offers strategic level measurement
and assessment. The company was formed
largely in response to the poor success rate of major organizational
transitions. Most of them fail to realize their full
potential. Many transitions lack clarity and depth; they
resemble a puddle of mud much more than a white wave with clear
direction and force. This is the reason why WhiteWave’s
primary charter is to help companies become more successful by
obtaining clear direction and focus. The clarity is obtained
using objective feedback in the form of collective interpretation of
meaningful data.
Value Proposition
Jennifer White has extensive
experience in measuring sales effectiveness as well as
organizational transitions such as M&A integrations, spin-offs,
strategic implementations, and business growth initiatives. Her
strong analytical skills make her core competency collecting and
analyzing data, thus helping businesses make informed decisions and take
action. As an independent consultant with a network of
partners, Jennifer can scope and bill
projects to meet the specific needs of her clients and their
budgets, enabling her to offer affordable fees.
Examples of Recent Work:
In the Fall of 2004, Jennifer worked with
Advantage Performance Group partners Steve Gielda and Tim Mooney
to develop a comprehensive training plan for a growing medical
products company. The work entailed conducting interviews
and focus groups to identify job competencies. This
enabled the multi-source assessment of competency levels for
sales and marketing employees in over sixteen different field
and corporate positions. Gaps in competency were used to
recommend training and development solutions.
Starting in mid 2003, Jennifer
managed a long-term benchmarking project for four firms in the
professional services industry. The study examined staffing
headcount, costs, organizational structures, and functional
processes for seven practice support functions including HR,
Finance, IT, Legal, Marketing, Office Services, and Operations. The
project entailed designing an extensive custom spreadsheet survey,
checking and compiling data, developing relevant reports, and
discussing the findings and implications with the clients. One
client remarked, “We have never had this kind of data before.”
Another client asked to have the study repeated the following year.
Within the past few years,
Jennifer has worked with four different corporate Boards to assess the
effectiveness of their Boards as a whole and their director
capability and performance. Jennifer designed custom
questionnaires, analyzed the qualitative and quantitative results,
and communicated the findings in report and presentation format.
Clients included a leading software technology company, a non-profit
health care system, an industrial products manufacturer, and a real
estate investment trust. The
Board assessments were helpful in identifying priorities for the
composition of the Board, CEO succession planning, and Board
engagement focus. One client indicated, “This report is great!”
In late 2003, Jennifer worked
with two different financial services organizations to assess the
status of their merger and acquisition integrations. Collaborating
with the clients, Jennifer designed the custom surveys, collected
and analyzed the findings, and developed reports to convey key
messages. One banking client undergoing merger talks found the
feedback extremely valuable for managing public opinion as well as
retaining talent.
Over the past few years,
Jennifer has worked with several clients to design dashboards that
display key business and transition-oriented metrics. Jennifer
reviews strategic planning documents, hold discussions, and helps
clients identify the most relevant metrics to monitor; often
designing the tool in an iterative fashion. A large
telecommunications organization used the dashboard to track progress
on their top business priorities in a turnaround situation. The
automotive financing division for a major bank used the transition
dashboard to monitor key metrics associated with executing a new
business strategy. A division of a leading pharmaceutical company
used a custom dashboard to monitor business metrics (e.g., market share
and product development) as well as people metrics (e.g., talent
retention and communication effectiveness) during a divestiture.
Careful monitoring helped the company sustain performance and
negotiate a good deal.
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