| > | As one of the world's top technology companies took on the "impossible" challenge of growing its global notebook supply chain from 10M to 30M units in 24 months, the management team realized that they didn't have adequate visibility into their operations and simply weren't certain if and how they would deliver.
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| > | At one of the world's leading printer manufacturers, its leadership team was confronted by a huge reality gap. They saw that, despite being the market leader, their division was rapidly moving toward strategic obsolescence and a diminishing rate of return on their limited, but historically profitable, product portfolio. No one else in the organization was able, or wanted, to see that reality. And conflict about that would be disastrous to their organization's ability to execute on a new strategy. By making that gap real for the leadership team and focusing their efforts on what to do about it, their organization went
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| > | A leading innovator of consumer electronics, in its efforts to extend its leadership in the digital music industry, was pursuing a path to achieving moderate market share, but not market leadership. In working with the strategy team to see, think, and act differently about their challenge, they went
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| > | Leaders in business, the military, the social sector and the government in Guatemala were working harder and harder, hiring smarter and smarter people, and doing better and better projects but a critical metric – poverty – was getting worse and worse. So, what weren't they seeing? As we showed them that symptoms are merely indicators of the real problem, they went
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