case study

SITUATION & CHALLENGE

• An international elective medical procedure business was struggling to grow. Despite substantial investment capital and a first-mover advantage, their fast-growing market had attracted aggressive new entrants and they were losing customers and access to key medical professionals. 

• Clinical outcomes were superior due to world-class methodologies. But the customer experience was worsening. Cash was increasingly spent on running expenses, and customer growth had stalled. 

SCOPE OF WORK

• Partnering with the Board and CEO, our consultants helped specify the priorities needed to reduce costs, increase revenues, improve operations and the customer experience, and revitalise the culture. 

• This became the foundation for a series of  1:1 psychological assessments to assess and develop Top Management’s individual abilities to deliver the change.

• Our team used the same process to appoint new executives, and while in continuous contact with stakeholders, to decide to sensitively exit a small number of existing leaders. 

• Morg&Co then collaborated with the CEO and his new top team to provide insights into developing a culture and set of values that supported the development of a sensitive, customer-centric Company, and would drive recovery in market share. 

IMPACT & RESULTS

• Over a series of individual and group sessions with the CEO and his new team, Morg&Co helped to align the fundamental goals and prioritise the operational, commercial, technical and financial objectives for the coming 6 months. 

• Organizationally, decisions were quickly taken to divert resources from low-growth markets to focus on establishing dominant market positions in higher-potential environments.  

• A faster operating rhythm developed. Cross-office oversight was strengthened. Customer acquisition improved, and a  re-invigorated work culture restored access to medical expertise. Employee engagement increased while reported customer satisfaction improved 25%. 

• The Board reported growing confidence in Management’s financial management and applauded how deeper customer empathy and greater organisational responsiveness were driving business growth.