• Increase the number of services/products brought to market 
• Reduce cycle times 
• Gain confidence in ability to run a leaner enterprise 
• Transition to privatized public company (via IPO) 
• Build an internal network of contacts that would otherwise be inaccessible in the traditional, hierarchical organizational structure of the firm 
• The laboratory was a key contributor to the company, despite dire predictions, entering the market as a strong, efficient competitor.

Product Marketing  ::  Case Study

Challenge
In the rapidly evolving market for global telecommunications services, this multinational telecommunications firm faced the challenge of bringing a suite of services to the mobile executive seamlessly through its federation of operating units around the globe. The client, however, exercised varying levels of operational control over the subsidiaries; this, combined with diverse organizational cultures from Hong Kong to the Caribbean, threatened to derail the successful development and execution of a well-conceived product-market strategy.

Solution
When multiple organizational cultures combine or attempt to coordinate, the Experience Laboratory creates a compelling environment for representatives to understand stylistic differences and paradigms, personally and professionally bond with one another, and identify specifically what processes need to be reconciled and established to support the mission of the combined enterprise. It can do this quickly and with immediate and lasting effect.

The project team brought together senior management from the operating units of the client’s federation for a five day laboratory focused on creating and planning to deliver services to a mobile, global market. Competing within a virtual environment tailored to the telecommunications industry and reflecting the pressing challenges facing the company, participants discovered the conflicts and coordination challenges confronting the proposed venture.

With these realizations, we guided participants in crafting a comprehensive plan addressing the marketing, financial, product, infrastructure development, R&D, and operational challenges to introducing these new services.

Results
The laboratory generated the support and commitment among the federation’s management teams that would serve as the cornerstone of success. Armed with the go-to-market plan created by laboratory participants, the client launched a global business services suite throughout its federation within six months of the laboratory. The small overseeing business unit grew significantly in scale as the market expanded and the company’s enhanced international communications services became a major contributor to the re-positioning of the diversified business.

• incorporate their experiences with the European and American styles of their new partners? 
• develop a coherent, widely supported strategy? 
• execute that strategy quickly and successfully? 

Solution
Our team designed a virtual market presenting opportunities to build out telecommunications infrastructure, develop new services and equipment alternatives, and finance expansion through capital markets. We then assembled cross-company, cross-functional, cross-cultural teams to confront the client’s challenges in a risk-free environment. 

The laboratory provided the first opportunity for executives and senior managers from the merged entity to cooperatively address strategic challenges. The intense four day exercise revealed to participants the specific challenges linguistic and cultural barriers would present and provided a directed forum for developing a plan and procedures to ensure smooth integration of the different companies. 

Results
Participants recognized that the international character of the new entity would present challenges, but the laboratory enabled them to define precisely how business decision-making and processes would be affected. Participants then collectively developed operating plans to speed and improve assimilation and build necessary supporting functions and business processes. In addition, the laboratory facilitated development of the first disciplined annual strategic planning and budgeting process and helped institutionalize the process for subsequent years.