About Us - Our Clients

Who We Serve

Here are a few examples of our clients and our working relationships with them:

British Columbia Hydro
Over the last year and a half, Miller Consultants has led the B.C. Hydro EARG (Engineering, Aboriginal Relations and Generation) organization in a change management and executive leadership team development process.

The Miller Consultants team conducted an organizational culture assessment as part of a larger change management project for EARG. Miller used the Denison Culture Assessment instrument in combination with interviews and focus groups to conduct the assessment. The results of the assessment provided Miller and the leadership team (EARGT) with data pertaining to the current state of the EARG organization as a whole and of the individual departments within EARG. The data also pinpointed the leadership skills which would be needed to take the organization to an even higher level of performance as the organization faces increasing opportunities and challenges.

Toyota Motor Manufacturing
We have partnered with the Human Resources department of Toyota Motor Manufacturing in Georgetown, Kentucky to redesign their structure and processes. Also, we have served as coaches to a number of their managers in both operations and staff functions. We have worked with several of their operations management teams to clarify roles, develop strategy and build teams.

Brown-Forman
We have an ongoing working partnership with the Brown-Forman Corporation. We have assisted their production facilities with the development of operating procedures and technical training systems. In addition, we have worked with their management teams on culture change, team processes, and other aspects of team cohesion and leadership. We have assisted the Human Resources Department with a number of initiatives pertaining to developing the appropriate strategy and culture for the future. We have facilitated several management assimilation processes and have served as coaches to a diverse group of executives.

Other Examples of Business Successes:

• Assisted the leadership of a multicultural global corporation increase the efficiency and effectiveness of the organization by helping them transform their fragmented and territorial culture to one that is more collaborative, more amenable to sharing information across functions, clearer in communicating and acting on the vision and values, and more able to handle conflict productively.
• Guided an international project team for a large global corporation in the development and implementation of a training system that led to more cost-effective training that could demonstrate strong return on investments, and less variability in knowledge and skill development across divisions and levels within the company.
• Led the redesign of a Human Resources Department serving an organization of 7000 plus people resulting in HR’s providing enhanced support to their customers to help them meet their business goals, increased customer satisfaction and stronger perceptions of HR as providing value to the organization and the bottom line.
• Organized a corporate effort involving Human Resources and Corporate Communications aimed at building a stronger culture aligned with and supportive of the company business strategy.

 

Case Studies

 

Kawasaki Rail Car
Miller Consultants assisted Kawasaki Rail Car (KRC) with a multifaceted approach to leadership development. Miller began with a needs assessment, which included interviews with the Executive Team, managers from multiple functions, first line supervisors, and key members of Human Resources. This assessment led to the design of a comprehensive leadership development curriculum. We then implemented several parts of that curriculum, including:

1. Facilitating an Executive Team retreat. The retreat included a number of relationship building activities and resulted ultimately in the establishment of team mission and values statements. These statements served as a foundation for the team’s collective leadership and their relationships with each other.
2. Facilitating a workshop for executives in which they clarified roles and responsibilities for each level of management, from executives to shop floor supervisors.
3. Conducting a 360 Degree Feedback process using the PDI 360 degree feedback instrument. Each senior executive participated. Feedback was given one-on-one and face-to-face upon receipt of the survey results. We assisted each executive with designing a follow-up action plan to leverage strengths and overcome weaknesses in alignment with organizational strategies and goals.
4. Providing leadership coaching to key executives as part of their ongoing development process.

Each member of the senior leadership team was interviewed approximately six to nine months after the training to assess their perception of behavioral improvements as a result of the coaching and the additional supervisory and management skills training initiatives.

 

Canyon Ranch
Miller Consultants partnered with Canyon Ranch, one of the country’s premier wellness and lifestyle companies, to design an imaginative approach to preparing future leaders for this unique organization. This project wrapped basic leadership competencies into a specific organizational context; emphasized as most important the acquisition of organizational-specific competencies; and made action learning the primary vehicle.

An initial assessment identified three categories of competencies needed for future leaders: 1) Canyon Ranch-specific Competencies, 2) General Leadership Competencies, and 3) Business Acumen Competencies. In addition, Miller determined that it was necessary for new leaders to understand the quite different cultures (and best practices) among Canyon Ranch’s different properties.

The resulting design called for internship rotations at each site, allowing for coaching and training in Canyon Ranch-specific, Leadership and Business Competencies while simultaneously exposing new leaders to the culture and best practices at each location. A final “Capstone Benchmarking Project” completed the internship and called for each intern to envision the culture and organizational structure which would best suit one of Canyon Ranch’s new properties.