| SITUATION |
HOW LEMON MADE A DIFFERENCE |
| Shortening project cycles |
A government in gave a company three months to complete a project, but said it could not be done. Instead of following their normal approach, they assigned people to the team based on LEMON profiles, and the project was completed in seven weeks. |
| Operational Efficiency |
A company had put a Networker in charge of Inventory Management; needless to say, this person had little idea about how much product was in inventory, and was more interested in keeping people happy than keeping track of inventory. They reassigned the employee. |
| Career development |
We have seen numerous people reassigned to positions better suited to their LEMON Profile, making them more happy, and the corporation more effective. |
| Knowing which staff to keep |
A client in hired a new compliance VP, and she was about to fire people who were not the same LEMON profile as herself. We advised her that she needed to keep these people to turn the department around. We taught these non-Managers to speak her language. |
| Communications breakdown |
A network marketing company had only one primary Networker in its corporate office of 125 people. The field sales force of 250,000 people was made up of mostly Networker/Entrepreneurs. This caused numerous conflicts between the field and the home office. We then taught the home office execs and staff to speak Networker-speak and the relationships improved. |
| Assessing business opportunities |
A senior manager (L,E) proposed a business idea to a colleague (M,O) who did not believe he had done enough analysis (for her taste) so she killed the idea. LEMON helped them understand why they had a breakdown. |
| Improving collaboration between departments |
A software development company had struggles between I.T. and Product Management. We assessed both departments and ran a joint workshop. The conversation removed the negative politics from the inter-department relationship, and improved collaboration and product development. |
| Product development |
A company with a strong corporate culture that forced its directors to do the work of Managers and Organizers was stifling innovation. Once the execs and directors realized their profiles, they could contribute more fully. |
| Executive conflict |
Two senior leaders in a government entity were not getting along, to the point where one filed a complaint against the other. We conducted a LEMON Assessment, and met with them separately and together. After this intervention the relationship was de-politicized and action could be taken. |
| Customer communications |
A medical practice sent the same, generic communications to all patients. Once they went through LEMON they began to profile patients and tailor information to them. |
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