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Read our Strategist magazine online weeks before publication!

For methods to contact us, view our Contact Page or our list of International Offices.

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Read more quotes and testimonials.

DPI Produces Tangible Results
Let Our Clients Tell You How

	See the real, tangible results reported by DPI clients Caterpillar, Ball Corp, LandAmerica, Acuity Insurance and FLEXcon

At DPI, we measure success by the positive, tangible results our clients achieve. To find out more, read the interviews from our Strategist Magazine and a few of many other testimonials in What Our Clients Have To Say. DPI counts among its clients some of the world’s largest companies. View our Client List for details.

Latest Interview

Digital Healthcare Solutions
After all the numbers are crunched and the papers are signed, the most difficult challenge faced by management in any merger is to forge the two organisations into one cohesive unit. Many fail because they are unable to accomplish this feat successfully. In this issue’s interview with The Strategist, Hennie du Plessis, CEO of Digital Healthcare Solutions, discusses how he used DPI’s Strategic Thinking Process and Strategic Product Innovation to create a united, progressive organization from two merger partners.

Other Recent Interviews

Reichert, Inc.:
The current issue's cover story is an interview with John Burgess, CEO of Reichert, Inc, a Buffalo, New York-based maker of precision instruments used by opticians and ophthalmologists. In this interview, Burgess explains how he and his management team used DPI's Strategic Thinking Process to create their own game-changing strategy, which revived the company, led to breakthrough new products, and produced exceptional results.

Lebanon Seaboard:
This story is an interview with Kathy Bishop, CEO of Lebanon Seaboard, a privately-held manufacturer of fertilizer and seeds. Read how the Stealth Competitor segment of DPI's Strategic Thinking Process helped reveal a new Driving Force and re-energize the company.

United Medical Resources:
This story is an interview with Victoria Buyniski Gluckman, CEO of United Medical Resources, a major provider of third-party administration of self-funded health insurance programs. The interview explores their use of DPI's Strategic Thinking Process in refocusing their strategy, and the phenomenal results that have followed. Strategic Thinking enabled UMR to create their own strategy to re- invigorate growth, and find ways to establish supremacy over competitors. Says Buyniski Gluckman, "We needed to notch it up, to take it to a new level, and that's exactly what happened."

Cancer Treatment Centers of America:
Has your company's strategy ever wandered from its original intent? It happens in most companies and the results can be costly. In this interview with Dick Stephenson and Steve Bonner, they recount how Cancer Treatment Centers of America, a major healthcare provider, had made some acquisitions that distracted the company from its original mission. Through DPI's Strategic Thinking Process, they rediscovered the concept that had made them successful–leading to spectacular results, both for their patients and their business.

Lord Corporation:
Lord Corporation was at the top of its markets but those markets weren't growing. Using DPI's Strategic Thinking Process, Lord's management created a strategy that successfully applied their unique expertise in motion control and adhesives to lucrative new markets – and growth returned. In this interview, Lord President Charles Hora explains how DPI's process helped them to change the inertia in their company to see new ways to leverage their highly-developed technologies.

Phoenix Footwear Group, Inc.:
Not long ago Daniel Green Footwear was treading on very thin ice. Its outmoded business model had led the venerable slipper manufacturer to the verge of bankruptcy. Two years and a name change later, the company is healthy, profitable, with its stock price tripling. In this interview with The Strategist Phoenix President and COO Greg Tunney talks about how he used DPI's Strategic Thinking Process to gain consensus and commitment to an innovative strategy that would put the company solidly back in the black.

BAE Systems North America:
Like most successful enterprises, BAE Systems' Information and Electronic Warfare Systems unit had evolved over many years. Though the company was doing well, President Walt Havenstein felt that this kind of evolution had led to a complex operating environment with little strategic focus within and across the company's several business areas.

In this interview, Havenstein explains how he and his management employed DPI's Strategic Thinking Process to create a well-defined strategy that would be clearly understood by those who would then implement it. The result: two consecutive record-setting years and a third one on the way.

ACUITY:
What does it take to go from worst to first in the insurance industry? In this interview with The Strategist ACUITY CEO Ben Salzmann discusses how DPI's Strategic Thinking and Strategic Product Innovation Processes led to a recognition of a new Driving Force -- and a spectacular turnaround.

Ball Corporation:
Is your business generating the kind of growth, and achieving the stock valuation, you believe it should?
In this Strategist interview, find out how David Hoover, Chairman, President, and CEO of Ball Corporation used DPI's Strategic Thinking and Strategic Product Innovation Processes to re-energize his company's growth which led to a tripling of Ball's stock price.

T.D. Williamson, Inc.:
What is your company's Driving Force? Is it your product? Your technology? Something else? Are you sure? When management at T.D. Williamson, Inc., went through DPI's Strategic Thinking Process, they were surprised to find that their true Driving Force was not at all what they were convinced it was. The recognition of a new Driving Force has led to growth beyond their expectations. In this interview, President and COO Peter Samoff tells how it happened.

Borroughs Corporation:
A manufacturer primarily of checkout lines for retail stores, Borroughs was looking for a way to increase its sales and margins, which were suffering from excessive engineering and inventory costs. DPI's processes helped them to clarify their strategy and create a game-changing new product concept that dramatically reduced cost and improved profitability. Says CEO Tim Tyler, "There's a lot of carnage in our industry right now. Our business is at an all-time high. I attribute a lot of that to what we did with DPI's Strategic Thinking and Strategic Product Innovation Processes."

Teckwah:
Singapore-based Teckwah Industrial Corporation began life as a commercial printer. In this interview Managing Director Thomas Chua explains how he and his key managers used DPI's Strategic Thinking Process to evolve into a sophisticated supply chain management company, thriving even when its key market -- the IT industry, and financial environment -- Asia -- were in extreme turmoil.

LandAmerica Financial Group, Inc.:
(Strategic Thinking and e-Strategy Processes)
LandAmerica for many years was a title insurance company. Not satisfied with this lackluster, slow-growth business, LandAmerica completely changed the game -- devising a new strategy in which they would be the "Transaction Manager" providing a complete slate of services that would simplify real estate closings for realtors and attorneys.

Mestek, Inc.:
(Strategic Thinking and e-Strategy Processes)
Mestek is a Massachusetts-based boiler manufacturer that felt the need to heat up its growth and profitability. The Strategic Thinking Process led them to a simple, yet powerful conclusion -- that it needed to concentrate its resources on new-to-the-market products and de-emphasize the many "me-too" products in its extensive product line. The results speak for themselves.

Gretag Professional Imaging:
(Strategic Thinking Process)
Gretag Professional Imaging, a small producer of computer printers created a supremacy strategy that eventually put two much larger competitors out of the business. Their plan? Leverage their Product Driving Force -- wide format printers -- to the max. So committed to this strategy were they that, in the words of CEO Rak Kumar, "The others just gave up."

FirstRand Limited:
One of South Africa's largest companies, FirstRand Limited has been on a steady growth track since the late 1980s. Why would such a successful company need the Strategic Thinking Process? "To gain alignment of thinking" among top managers in CEO Laurie Dippenaar's view. In other words, to "bottle" its formula for success in order to ensure it would continue.

Mail-Well Envelope Division:
Anyone who's done an acquisition knows the real work begins after the deal is done. Putting two companies together into an efficient whole is often impossible. Mail-Well had six. So CEO Luc Desjardins used the Strategic Thinking Process to unite the company's operations, and the thinking of the top managers, through a cohesive strategy, which led to superior results!

Juvena/LaPrairie Group:
If you have women around your house, you're probably seen Juvena's product -- high-end cosmetics. While the company's products were doing well, CEO Harald Stolzenberg felt the need to bring together its two product groups -- Juvena and LaPrairie -- to create a corporate strategy beyond its individual brand strategies. They used the Strategic Thinking Process to do it.

FedEX Custom Critical:
This major shipping firm developed an e-Strategy to support their "same day, early next day" business concept.

Pulte Homes:
One of America's largest homebuilders formed a comprehensive Internet strategy blueprint that created new opportunities for marketing and internal communications.

FLEXcon:
This adhesive-backed film manufacturer developed an e-Strategy that transformed their Web presence from an online brochure to a tool to facilitate transactions.

FLEXcon grew from $100 million to nearly $400 million, in large part because of the company’s extensive use of all of DPI’s processes. Read more about CEO Neil McDonough’s view of DPI’s role in his company’s success.

Bossard:
(e-Strategy Process)
A global fastener distributor created a strategy to use the Internet to connect them to OEMs worldwide and protect their business model from obsolescence.

What Our Clients Have to Say

DPI’s clients are enthusiastic in their support of our processes and the exceptional results they achieve. Read more in "Quotes and Testimonials".

Client List

DPI counts among its clients some of the world’s largest companies such as Caterpillar, 3M, GATX and Union Pacific Resources, as well as emerging medium-sized companies such as FLEXcon, OMG, Global Marine and American Precision Industries. View our Client List for details.