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Some  Examples

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Motorola is one of the world's leading electronic component and equipment manufacturers. Within the EAA Division, the Executive Management board (EMB) decided that there was a need to develop new business revenue streams and to find radical new ways to leverage resources in constrained areas.


The EMB selected two key strategic areas for analysis and implementation.

The aim was to provide all the knowledge and skills for implementing the new strategies to key executives accountable at the same time as doing the work in order to speed up the implementation of the strategy.


The EMB selected senior executives at Director level and formed them into two teams. The team members were geographically dispersed across Europe and were also from a number of different operating divisions.

Pentacle designed a learning and implementation process, based on their principles of continuous learning.

Pentacle assembled a team of 8 specialist subject educators along with 3 business practitioners (Executives from non competing businesses) to support the delivery.

The structure used was a mix of formal modules, GroupWare, Lotus Notes based shared workspaces and local teleconferencing.

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Both teams were able to develop strategies leading to enhanced business performance. The participants achieved significant improvements to their strategy formulation, implementation and leadership skills.

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Sandoz Pharmaceuticals UK (Now Novartis UK) is the UK affiliate of the world's No. 2 life sciences organisation employing 600 employees with a turnover of 500 million. The Chief Executive of Sandoz recognised the pressures and opportunities created as a result of the 'New' NHS and decided to create an organisation and culture where the people employed by Sandoz could operate in a customer-focussed, empowered way to deliver improved business results.

The principles for implementation were:

1. phased approach

2. don't bet the company

3. education and learning as a vehicle for change


The first phase was to implement a re-engineering programme called "Taking the Initiative".

Pentacle designed a non-conventional approach which would boost the bottom line without the traditional need for cost reduction (redundancy) and without over-hyping the process or tracing too widely and without depth. Core money making (revenue) processes were identified first. Key people associated directly with the processes learnt how to manage change through projects.

Process teams were then developed for delivering the re-engineering improvements. The political backlash created by minimising the involvement by people not directly contributing to the process was prevented by carrying out orientation activities for key process stakeholders.

At these orientation events the stakeholders learnt the philosophy, language and concepts (not skills) their colleagues were applying.

The process of learning was integrated with both Executive Board workshops and the monthly executive meetings. This ensured that implementation was part of day to day business.

Phase two involved creating a completely new "virtual organisation" using process based teams. around a two dimensional 'grid' structure.




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Copyright Pentacle1997 Eddie Obeng 1994 All rights reserved

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