Axel Magnuson

from Lobster Cove

Projects in strategy and marketing

Strategic and operational plan for service changes.

Consultant (2004) with Sterling Insights for Vodafone — IT Division. Maastricht, Netherlands.

With the the Vice President for IT, planned and executed a three day program involving some 150 staff to  set a strategic path for implementing large-scale service changes.

Land use and sustainability planning program.

Consultant. (2005) City Planning Department. Carlsbad, CA, with Sterling Insights.

Design: Strategy for Planning and Management Merger

Consultant. (2001) Catholic Health System of Western New York

With the leadership of a large Catholic Hospital System, facilitated the initial process to consider a merged planning and management center integrating a complex of free standing hospitals through participative planning programs, an integrated management system and shared consulting services. Designed and facilitated a session with administrators with the client and other already-merged hospital systems that helped clarify the need for a new, integrated leadership approach and simultaneously modeled the relevant experiences of others in setting up collaborative management systems.

Integrated diabetes program startup:

Consultant (1997-1999) MG Taylor Corporation DesignShop™ and Navigation Center™ in collaboration with Ernst and Young LLP, Cambridge MA and New York, New York.

Enhanced patient access and quality of care by supporting creation of an integrated, multi-service diabetes program among many freestanding services in a three-hospital system in New York City. The goal of the process was to develop an integrated service delivery concept to improve the patient experience, align providers around the concept so that each was put in a sustainable financial position, and plan the operational, organizational and marketing actions required to position the new service. We involved over 50 heads of freestanding institutes and clinics, hospital system administrators, healthcare finance representatives and patients. We provided a two-day event starting with a collaborative definition of a more functional and sustainable delivery and finance program, and proceeded to design the systems as our understanding of the challenges deepened. Our team included client sponsors, corporate hospital leadership, and a facilitation team from the management level of the hospital system.

Strategic plan implementation: Hospital merger

Consultant (1997-1999) MG Taylor Corporation DesignShop™ and Navigation Center™ in collaboration with Ernst and Young LLP, Cambridge MA and New York, New York.

Two year participation in execution of post-merger strategy for growth and consolidation with medical and professional staff of three-hospital system — Continuum Health Partners. Facilitated large group program design sessions for developing new business initiatives, consolidation of services, redeployment of staff and other aspects of strategic plan. New programs included major redesign of diabetes program, restructuring of medical education and program to rationalize shared services. Trained strategic team heads and Management Center staff in use of large group facilitation methods as part of effort to create shared leadership culture. Coached team heads in use of collaborative approaches in long-term program development.

Strategic Plan Facilitation

Facilitator(1996) Newburyport Maritime Society and Lowells’ Boat Shop Trust.

Facilitation of 40 person, two day strategic planning meeting to identify a strategic vision and plan for the 200 year old Lowells’ Boat shop purchased by the Maritime Museum. Particular challenges involved discovering the programmatic common ground among the two Boards and simultaneously broaching major financial and management structure issues. Outcomes included detailed action plans. Follow-up session six months later to asses progress, make adjustments.

International marketing strategy

Consultant: (1991) International Management and Development, Alexandria, Virginia.

Developed preliminary market strategy for U.S. vehicle manufacturer to reenter Sub-Saharan African market. Carried out analyses of prospects for trade within two major African tariff zones, trade arrangements with European Community, current competitive environment and foreign aid procurement regulations in EEC and World Bank system. Identified sources of concessional finance to assist in development of dealer network. Recommendations included development of marketing information systems to link international branches of manufacturer with dealers in Africa.

Employee relations strategy research

Consultant: (1990) Jackson Jackson and Wagner, Public Affairs and Organizational Development Counsel; Exeter, New Hampshire

Analysis of corporation-wide management and employee survey for international chemical firm which had acquired manufacturing facilities of another firm. Prior owner had problematic safety record and new management needed to reverse employee mistrust and collaboratively establish new safety protocols. Analysis described issue areas between employees and management that had created high levels of dissatisfaction and reduced productivity. Identified programs to resolve critical issues through better employee participation in management of plant and more focused communication of company mission and personnel policies.

National Marketing Management

Marketing Manager(1988-1989),the Charles/Donald Group, inc., Architects and Engineers.After developing a product/service diversification strategy, established a co-marketing relationship with sales representatives of Philips Medical Systems for design of medical imaging suites (cardiac catheterization, MRI, CAT Scan). Market program relationship established with Philips through presence at national meetings, national and regional corporate communications and a direct mail and telemarketing program. In six months firm moved from one contract to a corporate relationship on projects with contract values ranging from $50,000 to over $2 million.

Brand positioning: National survey research

Associate: (February-September 1987) Business Strategy Group, Abt Associates, Cambridge, Massachusetts.Design, execution and analyses of national market research survey to identify product attributes most valued by owners of high-end, sports performance cars as input to strategic positioning plan for an international auto manufacturer moving into that product area. Survey identified market segments, assessed attitudes towards high performance cars and described factors that positively and negatively differentiated newer entries from more prestigious “character” cars. Analyses used to develop media campaigns and motorsports promotions that would add “high performance” to public’s perception of manufacturer.

Market Entry Strategy: Product Diversification and Positioning

Associate: (February-September 1987) Business Strategy Group, Abt Associates, Cambridge, Massachusetts.

The product development group of a major importer of cars and light trucks needed a go-no go decision on the importation of a four wheel-drive light utility truck into the US market. It was suitable for a variety of off-road market segments ranging from golf-course maintenance to factory floor utility vehicle. Reviewed technical capabilities, performed competitive analyses and carried out small-sample phone survey of retailers to determine optimum channels. Based on these results client opted out of the off-road industrial market, instead concentrating on building up import of its on-road, light duty utility trucks to further establish market presence in commercial and industrial areas.