A major U.S. airline had recently undergone a merger and was having challenges transitioning into a cohesive operation. During the prior six months, the operational performance, particularly on-time performance, had been at an unacceptable level and there was no perceptible trend of recovery.

One of the world’s most iconic and financially successful airlines was looking to implement a more structured management system to balance the myriad of operational and strategic decisions the airline faces. The growth and complexity of the airline and increasing dynamic of the industry meant it was becoming increasingly difficult for senior management and the board to keep track of the planning process for the airline.

The client, a mid-tier global pharmaceutical company, approached L.E.K. Consulting with an impending revenue “cliff” due to loss of patent exclusivity on a number of key products.

Growing demand for healthcare services is placing an increasing burden on public health systems at a time of fiscal austerity, forcing governments to look at new models to deliver improved healthcare outcomes at lower cost.