A global media/entertainment conglomerate consolidation in Manhattan was plagued with a dragging schedule, lagging shareholder support and pressures to cut costs. And, the corporate culture resisted proactive planning — which meant the repeated pain of managing issues at the last minute. Vision2Execution led a two-day planning session with 50 separate functional representatives to coalesce the effort. Two years later, the project was completed six months ahead of schedule and $50M under budget. And, the controversy around the acquisition was significantly lessened.
