

Academic medical department integrated across previously separate practice areas — but disjointed communication, low engagement, and a culture of silos and blame under authoritarian leadership stood in the way.

The Alzheimer's Association merged all its separately incorporated chapters into one nationwide organization, requiring alignment among 47 independent organizations through wide-scale change.

A prestigious college of nursing reorganized its leadership structure to break down silos, though faculty remained confused about how departments related to committees.

A large multinational Aerospace and Defense company needed frontline and mid-level managers, promoted for technical competence, to develop a clear understanding of leadership and how to apply core leadership concepts with their teams.

A newly formed leadership team, whose members knew each other but rarely overlapped in their work, had to lead across a broad range of clinical and administrative services and were initially skeptical they had anything in common.

A large university invested in a group of leaders but wasn't sure what content mattered most, with added concern that leaders were overwhelmed during the COVID-19 pandemic and needed support for their own wellbeing and their teams'.

New leaders at an academic medical center struggled to shift from technical expert to people leader — overwhelmed by conflict and performance coaching.

A Boston-area hospital's clinical unit faced high turnover and an influx of inexperienced staff, struggling with trust and collaboration breakdowns that affected patient care.

A reorganization created new Department Chair roles for faculty stepping into leadership, designed to take about 25% of their time while they continued faculty duties.
