In today's dynamic marketplace, companies must tackle the complexities of transformation—or they put their long-term success at risk. Achieving lasting change requires transforming the capabilities and behaviors of a large number of people throughout an organization. But companies struggle with the complexity of the problem and defining the process that will drive the organization to the right solution, without disrupting current operations.

Improving organizational effectiveness is a universal challenge that crosses the boundaries of geography, industries, and market sectors. The issues are familiar and formidable—results fall short of aspirations, a critical change in strategy gets mired in execution, changes that are made don't stick, costs are too high, or merger synergies don't meet expectations.

Heightened expectations of citizens...a new focus on homeland security...shifting government-wide budget priorities...a mandate for transition to e-services...a global economic downturn. Fewer resources and no reduction in mission requirements mean that to meet these new demands, government agencies need effective planning and reengineered processes.

When an organization doesn't meet its stakeholders' needs and expectations, the cause is rarely a misguided strategy or vision. Instead, underperformance is more often the result of a misalignment of the organization's strategy and its many complex, interacting parts. To address such situations, The Sloane Group helps clients design new ways of working together and defining relationships to enable success.