Our clients seek sales growth and margin, and we help them get it.
We do this by setting bigger goals, like improving lives, creating jobs, and learning new ways to do more with less and by working with a level of transparency and engagement rarely seen in today's businesses.
It takes a special organization and special people to engage in open research and innovation (what we call RADCL), since the format can be provocative and disruptive to the status quo and seem scary or threatening.
RADCL asks tough questions and uncovers solutions that depend on something changing, and change can seem hard. At the same time, RADCL trusts that the people involved in the project will deliver that change, and it gives them the best chance of doing it. Here are a few good examples.
If you have questions or want to learn more, click on getting started.
(Since the work we do is strategically important to our clients, we treat it with strict confidence and can't always name them specifically. While we will not share a report or a finding from a client-commissioned project with anyone but our project team and the client, ever, we can share a few ways that our work has made big differences for people, businesses and communities.)
Leading Xylem technologists and business leaders through a series of design charrettes, we uncovered unmet customer needs, tested new ideas and dramatically accelerated innovation in the global groundwater pumping market.
Our process allows Metso to continuously monitor customer feedback from nearly everywhere in the globe with low administrative support but measurable and quick gains in service and product improvements and customer satisfaction.
Our research helped the National Association of Small Business Investors, facing time and bandwidth limits, to rethink and reorganize, speeding the process of forming relationships and making investments in US businesses.
Danfoss faced a critical decision: where invest to build energy efficiency equipment. Our research confirmed a growing market and that the mid-western U.S. made the most sense. The Illinois plant was built in 2009 and will expand in 2012.
Our expertise helped ITT become a leading plant performance services company, helping clients to lower operating costs and improve the productivity of the machines that make paper, plastics, chemicals and energy products.
Our process helped confirm Harken's intuition that even in the face of globalization and severe price pressure from a few customers, lifetime quality and service trumps first cost for most customers, so they stayed out of the race to the bottom.
Johnson Controls Facility Management capabilities seemed to align well with the burgeoning Health Care market. Our research helped the company develop its market entry strategy, leading to rapid growth and high returns.
Working closely with Dorner's leadership teams, our research exposed untapped, valuable markets where the company's unique capabilities to move materials would lower customer costs and increase productivity.
Our research led to innovations in signaling technology to alert machine operators when something is wrong, and assures when all is well, leading to large, no-cost productivity improvements for global manufacturers.