A direct-to-consumer company had multiple opportunities to grow their business. However they were unclear on their direction, and functional leaders were operating in silos, causing spin in the organization and slowing down progress.

We facilitated a senior leadership team retreat to help channel the energy of the business for the next 3-4 years, in a bid to unlock their growth potential.

Leveraging the Understanding the Challenge and Preparing for Action components of the CPS 6.1 menu, we used CPS tools to create alignment around the business vision and kind of change they were looking to create; develop shared criteria for evaluating and prioritizing eight key strategic initiatives in progress; enable the team to decide what to continue and what to let go; confirm deliverables and accountability; and through it all, develop the leadership team as one team.

​As a result, the team determined four main strategic areas of focus and investment to drive the organization forward, which created clarity, charge and momentum for the organization – and propelling their future growth.

A retailer needed to create strategic advantage and increase their market share with a pipeline of innovation.

We used the CPS 6.1 framework to design a unique approach to consumer insight, exploring data in creative ways to uncover deep emotional drivers as the foundation for new product development. Then we facilitated the cross-functional development team in discovering untapped opportunities, using a variety of CPS tools to help them push beyond the obvious and build creative solutions directly tied to the consumer drivers. Based on their success, we then trained an entire business unit in the CPS 6.1 framework and tools, to enable the continued development of new-to-the-world products.

​The result: An embedded innovation process, robust new-to-the-world product pipeline and sustainable $75 million business contributing to multiple account wins.