Agreeing to Close a Facility

An aircraft company was experiencing fierce competition and conflict across three manufacturing sites in different states.  Their inability to work together was causing gross inefficiencies and redundancies that were eating up profits, but political factions in the firm were entrenched in backing each location.  Working with a team representing these different groups, Nova’s training first got the three locations to begin cooperating.  As collaboration increased, the team members, including original supporters of maintaining all three facilities, became convinced that one facility should be dismantled because its work was largely redundant.  The corporation came together over the decision, and the transition was made smoothly, with the company saving 20% in reduced overhead.