The American Red Cross’ Blood Services organization had been largely decentralized when a combination of new leadership, FDA scrutiny, an eroding donor base, and the emergence of new public- and private-sector competitors dictated a new strategic direction. They turned to North Highland for a multi-phase effort to better align the organization with key objectives, measure day-to-day operations against strategic goals, and execute key endeavors. Two years later, the organization’s portfolio of more than 200 siloed projects was streamlined down to 50 key strategic initiatives. Market share had expanded. New hospital relationships were established. And both customer and donor satisfaction improved.
Getting Beyond Strategy Definition to Successful Execution
Operating Efficiency, Strategy and Advisory, Healthcare, Public Sector