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Client: EARN, San Franisco, CA. 

 

Situation:

 

EARN, a nationally recognized and an invitee of Clinton Global Initiative, has a big vision – to combat poverty by empowering millions of striving families to save and to invest. Strategically, EARN wants to grow its impact nationally by leveraging a product model facilitated by technology infrastructures and strategic partnerships. The status quo operating model and culture is limiting its ability to scale. It seeks to gain deeper insights on market opportunities and customer segments. In addition, the organization design is optimized for functional efficiency rather than the needs for cross-functional teams.  To take its impact to the next level, EARN needs to rebuild itself from the inside out. 

 

Needs:

 

Design and implement new products, operating systems, and build new capabilities to help its reach to the millions. 

 

  • Restructure and reorganize the organization to support the new product model

  • Develop new product and leadership skills needed for this new strategic direction

  • Preserve a culture of history, dignity, and excellence while fostering spirit of experimentation, risk taking, and speed to market

  • Cultivate openness and trust in time of significant organizational changes

  • Instill an innovativ and adaptive mindset supported by an hypotheses driven process when tackling  new opportunities 

 

MKMB’s Engagement:

 

  • Product Innovation and Business Reinvention:

    • Coached product managers to create product solutions to  expand reach and scale 

    • Institutionalize customer empathy and design thinking methodologies 

  • Leadership Coaching: 

    • Worked with leadership to heighten awareness and address needs of their teams in time of restructuring and reorganization

  • Organizational Transformation:

    • Articulated change process and facilitated communication across all levels to elevate the vision and reinforce day-to-day actions.

    • Facilitated formal and informal conversations to surface critical feedback and neutralize/normalize change

  • Capability Building:

    • Designed and rolled-out a Leadership and Product Management training series to developed emerging leaders and build new capabilities.

    • Help recruited talents and resources - CMO, Lead Business Development Officer, Tech and Product talents. 

  • Board and Leadership Team Facilitations

    • ​Facilitated meetings for Board of Directors and Leadership Teams to articulate strategy and align priorities. 

 

Outcome: 

 

  • Successfully transitioned employees to new functions and roles aligned with the new strategic vision.  

  • Increased employee engagement 4-5x during the critical period of restructuring and transition (Source: 60-day pre/post survey) 

  • Institutionalized customer insights and empathy, agile development, and product-centricity to the culture of EARN.

  • Successfully hired and onboarded strategic hires for the organization. 

Case Study

MKMB

 

 

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