Facilitated strategy process for a Fortune Top 20 financial services firm across Europe, Middle East and Africa
Worked with the senior team to develop a growth strategy. Built broad-based understanding, ownership and alignment to that strategy among 14,000 employees. Identified by members of the senior team as the best strategy process for the group in the last 30 years.
Built multi-country strategic agendas and action plans for a premier financial services firm
Facilitated a strategy process for the senior team of a premier credit card organization across sixteen countries (Middle to Far East). Identified by the top global executive as the best example of "success transfer" in the corporation today. Have initiated a similar project for a top 10 global bank.
Developed strategic alignment in an R&D organization
Served as the sole consultancy to work with the senior team of a top 5 pharmaceutical company to set a strategic direction and build broad-based alignment (8,000 employees) to their strategy. Alignment credited with laying the foundation for a significantly new vision for the organization.
Building a Growth Agenda for a 10,000 person financial services division
Worked with the top 250 people over 24 months to design and execute a new strategic agenda for their group. Ultimately worked across 10,000 employees to develop understanding and ownership of the agenda locally within each work team.
Pre/Post merger integration
Served as an advisor to the senior team in a 12,000 person integration in the pharmaceutical industry and as the sole consultancy in a 1,500 person integration in the financial services industry.
Building a high performance culture
Worked with the senior team in a technology group to define the characteristics necessary to transform the IT organization into a high performing team. Executed this agenda across the top 200 people over a period of 7 months. Recognized as significantly improving their ability to proactively meet internal and external customer expectations by all involved.
Advised leading Asian Islamic bank on voluntary downsizing
Served as sole consultancy to a leading nationalized Islamic bank to downsize from 32,000 to 23,000 in preparation for privatization. Project completed in 12 weeks. Did the same work with a second bank in the same marketplace to downsize from 23,000 to 17,000. Second project completed in 8 weeks.
Scaling down cost by $20mm in a $55mm budget
To free up investment funds in a restricted resource environment, Park Li worked with the HR function of a leading emerging markets bank to adjust staffing levels in line with budget realities. Specifically, Park Li developed a set of principles for how to adjust staffing levels, identified roles and activities for each function, and supported individual executives in implementing staffing adjustments within their unit. Most importantly, this work was conducted in a manner that upheld the culture and values of the organization.
Funding growth through cost saves and efficiency gains
A major business unit (10,000 employees) of a leading financial services company accepted a 50% incremental revenue growth target while under tight budget constraints. To free up the capital to fund the growth we worked with an internal cross-functional team to shed unprofitable business, eliminate cumbersome business processes and drive productivity up by working smarter to maximize revenue generation from the current asset base. The team’s impact on the bottom line exceeded expectations and created a capable, agile team that could redeploy capital to purse greater returns without interrupting the day-to-day business operations.