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A successful change process must be led by a company's leadership. From our perspective, we do not "reengineer" companies. Rather, The Lipton Group, Inc. is responsible for working closely with leadership, management and staff, as an external partner, providing the guidance, facilitation and technical support that is necessary to ensure a client's success with its organizational change process. Company leadership can not be displaced, not even partially, by external resources and still maintain its proper role in the organization. In the final analysis, the accomplishment, growth and capacity to cause rapid, significant change is the exclusive property of our clients.
We measure our success by that of our clients, which we consider to be the only legitimate benchmark. Of course, we measure results as we proceed through a change process, but the most telling results occur one and two years after the completion of our direct involvement. The ultimate test of our work is the test of time. Our clients have consistently expressed their appreciation for the endurance of The Lipton Group, Inc.'s contribution as they have continued to realize the benefits of their change efforts.
The Lipton Group, Inc. subscribes to the broadest definition of organizational change, which begins with strategy, is followed by the most fundamental level of corporate design, and ends with dramatic, sustainable improvements in performance and results. It is easy, if not tempting, to address the obvious issues and overlook their root causes. But that is not true organizational change; that is a prescription for temporary relief and recurring problems. Without a thorough examination of all aspects of a client's organizational design, a change process may look complete, but fail to prevent the need for another change effort a few years later because insufficient consideration was given to the durability of the target design.
Although we were a respected company with respectable performance,
we were dissatisfied and frustrated because we knew that we could be doing better. Like
many companies, we had hit a plateau. Problems existed in the areas of productivity,
accountability and teamwork. With the help of Randy Lipton and his team, we were able to
breakthrough to new levels of productivity and results, and in the process learned how to
empower our employees and our customers. In a short period of time, we excelled
in sales, service and market penetration beyond everyone's expectations.