1. Corporate
LifeCycles UK
Ltd
Collaborative Enterprise Transformation

2. What We Do
• Our business is helping owners and senior executives drive growth, improve profitability, and
tackle other tough management problems.
• We are aggressive hands-on agents of change who roll-up our sleeves and work side-by-side with
our clients to help them figure out what to do and then do it.
• We extend the reach of senior executives and function as an adjunct member of their
management team. The roles we fulfill include consultant, facilitator, mentor, sounding board,
and coach. To each we bring the pragmatic perspective of former chief executives with a bias
towards strategic thinking, straight talk, practical solutions and rapid execution.
• Over the past 30+ years we have been able to make a big impact on a handful of private and public
sector organizations
• Our benchmark of success is a 10X return on our client’s investment in us. We have generated
millions of dollars in new revenue, expense reductions, and higher profitability.
• We work in an enterprise-wide environment of collaboration and teamwork that involves the
active engagement, not replacement, of incumbent personnel. By working in this manner, our
clients are able to rapidly make the transformations their organizations need without the
destructive conflict that causes many change efforts to flounder.
• Our core competence focuses in five areas. Since our industry-specific expertise can never match
the cumulative knowledge already resident in our clients, we work in a way that harnesses that
know-how.
1. Strategy Formulation
2. Organization Alignment “Corporate LifeCycles has the best methodology
3. Adolescent Organization Transformation for organizational alignment and change
4. Aging Organization Rejuvenation management that I know.”
Richard Harrington, CEO
5. Business Process Improvement The Thomson Corporation
United States
Corporate LifeCycles Overview www.corporatelifecycles.co.uk 2

3. Services
• Pathway to PRIME®(PTP) is a simple, practical, and powerful methodology that helps management
teams work together to systematically transform their enterprises. The essence of PTP is simple;
get the right people working on the right issues, with the right resources, at the right time. The
methodology provides a high-level strategic approach to enterprise transformation that
discriminates between symptoms and their underlying root causes, and resolves both in the right
sequence with the right level of effort. By helping organizations discover their own solutions, PTP
builds strong ownership, accountability and commitment to execution.
• PRIME Knowledge® is a comprehensive program to transfer the core knowledge of our concepts,
tools, methods and best practices to client executives, employees and internal change agents.
• PRIME RoundTables® are powerful communities of smart, no-nonsense, knowledgeable CEO’s
from the same industry who get to know you, your people, your markets, your operations, your
business philosophy, and goals and help you transform your business from pretty good to really
great.
• Speaker Services: We consistently capture the attention and imagination of management
audiences for the relevance and entertaining nature of the material we deliver at retreats,
conventions and executive seminars.
“Corporate Lifecycles is to business as
Polaris is to celestial navigation”
Robert Slate, Principal
Slate Consulting, United States
Corporate LifeCycles Inc. www.corporatelifecycles.co.uk 3

4. The LifeCycle Challenge
As organizations grow and age they progress through predictable lifecycle stages. Each stage brings
new and unique challenges. How well or poorly management addresses these issues, and leads a
healthy transition from one lifecycle stage to the next ultimately determines the success or failure of
that organization.
Making successful lifecycle transitions is not easy or obvious. The methods that produce success in
one stage can create failure in the next. The required management priorities, strategies, structures,
delegation, goals, metrics, and rewards differ quite markedly from stage to stage. Leaders who
understand what is needed and not needed in each stage, can accelerate the development of their
organization, avoid premature aging and reach PRIME – the optimal lifecycle stage.
Corporate LifeCycles has developed powerful tools that enable organizations to navigate these
difficulties Our methods apply to both private and public sector organizations in any industry .
Stable
Prime
We are particularly adept
Aristocracy at helping youthful
Adolescent companies overcome
persistent growing
Recrimination
Go-Go
pains, as well as aging
organizations in need of
Bureaucracy rejuvenation.
Infant
Courtship
Death
Growing Stages Aging Stages
Corporate LifeCycles Overview www.corporatelifecycles.co.uk 4

5. Typical Intervention for Growing Organizations
Diagnostic Workshop/Lifecycle Assessment:
A Diagnostic Workshop/Lifecycle Assessment is a powerful self-diagnostic activity, conducted as a team process. The team
performs a detailed identification and analysis of the major areas for improvement within all parts of the company,
including an analysis of the root causes of those problems. Outcomes of this workshop include the following:
• The organization’s challenges are constructively “reframed” using the Lifecycle model.
• The founder becomes aware of the long-term risks of the Founder’s Trap.
• A high level game plan for getting the organization to PRIME is agreed.
Corporate Strategy:
Growing organizations are opportunity driven and often believe that “more is better”. As a result, they often find
themselves pursuing too many opportunities with too few resources. In this step, the organization converges its
market/product scope and explicitly decides what “not” to do. In addition, the team develops a powerful sense of
ownership for the company mission and strategy so that what was previously the founder’s mission becomes a shared
“organization” mission.
Organizational Structure:
A company’s structure has a major impact on how well or poorly it will implement its strategy. Growing organizations are
typically organized around people, have unclear delegation and too little accountability. Growing company structures
typically evolve over time and are rarely the result of systematic, methodical planning. This usually leads to a haphazard
design that will severely undermine the organization’s efforts to implement its strategy. In this activity, the team designs an
organizational structure that is aligned with its new strategy, and sets up a framework for either avoiding or escaping the
Founder’s Trap.
Accountability Systems:
The purpose of this phase of the intervention is to create an accountability system to help ensure that increased delegation
does not lead to loss of control. The output is a clear definition of individual accountabilities congruent with the new
structure, and a set of financial and non-financial critical success measures that need to be reported for the entire
organization.
Reward Systems:
In this final activity, the team designs reward systems that reflect cooperation and team achievement, and motivate people
to perform in a manner consistent with the organization's new mission, goals and accountabilities.
Corporate LifeCycles Overview www.corporatelifecycles.co.uk 5

6. Typical Intervention for Aging Organizations
Diagnostic Workshop/Lifecycle Assessment:
A Diagnostic Workshop/Lifecycle Assessment is a powerful self-diagnostic activity, conducted as a team process. The
team performs a detailed identification and analysis of the major areas for improvement within all parts of the
company, including an analysis of the root causes of those problems. Outcomes of this workshop include the following:
• There is dissatisfaction with the status quo.
• The organization becomes aware that the “writing is on the wall” and emerges with a renewed sense of urgency.
• The underlying causes of organizational aging are identified.
• A high level game plan for getting the organization to PRIME is agreed.
Organizational Structure:
In aging organizations form drives function; the structure often inhibits strategy. For this reason, structure must be
addressed before strategy. A company’s structure has a major impact on how well or poorly it will implement its strategy.
Aging organizations are often structured to drive effectiveness and efficiency in the short run with serious repercussions
on their ability to be flexible and responsive to rapidly changing markets, competitors and technologies. In this activity,
we work with the executive team to redesign the structure in a way that avoids the destructive conflicts and turf battles
typically associated with reorganizations.
Corporate Strategy:
Aging organizations are often out of touch with their customers, markets and competitors. With the new structure in
place, we enable the aging company to focus on strategy and find new sources of profitable growth, reposition their
businesses for the future, and sharpen their competitive advantage.
Accountability Systems:
The purpose of this activity is to create an accountability system that enables financial information to be congruent with
the responsibilities of the new structure and to ensure that this information is delivered in a format that is useful to
achievement center managers. The output is a clear definition of individual accountability, as well as the financial and
non-financial critical success measures that need to be reported for the entire organization.
Reward Systems:
In this final activity, the team designs reward systems that reflect cooperation and team achievement, and that motivate
people to perform in a manner consistent with the organization's new mission, goals and accountabilities.
Corporate LifeCycles Overview www.corporatelifecycles.co.uk 6

7. Change Management System Deployment
(Appropriate for Growing and Aging Organizations)
Installation and management of processes that enable the organization to continuously identify and address cross
functional problems and opportunities. This system includes the following:
CORE Team Operations:
In this activity executive team members learn how to provide leadership for the change process underway within the
organization and in particular how to resolve the sub-system problems identified in the Diagnostic Workshop.
Participants will understand when and how to compose a team to solve a problem; when not to use a team;
how to correctly define the mandate of a team; how to assign team roles and how to differentiate between problems
that should be solved directly and those that will be solved indirectly.
Impact Teams®:
Very often the most difficult sub – system problems require determined cooperation between several individuals or
departments in order for them to be resolved. This activity enables the organization to successfully deploy teams while
avoiding the “management by committee” trap. Impact Teams® typically focus on functional sub-system issues such as
sales, marketing, distribution, operations, accounting, and so on. The underlying purpose behind all team efforts is to make
decisions that will subsequently be implemented -- so that required changes are happening faster than they
otherwise would.
Facilitator Training:
In this activity selected team members are taught how to facilitate Impact Teams® so that tough problems can be
resolved in an effective and participatory way.
7

8. Guiding Principles
Everything we do is guided by a handful of principles. We work to strengthen the culture of our clients with these values.
Customers: The primary purpose of every organization is to deliver compelling value to its customers.
Underperforming organizations have often lost sight of this goal.
Collaboration: Productive teamwork in a climate of mutual trust and respect is the ultimate competitive weapon.
Change is always something best done “with” not “to” an organization.
Commitment: Accountable execution is the natural outcome of engaging the right people, working on the right tasks,
equipped with the right resources.
Critical Thinking: 80% to 90% of the knowledge needed to improve performance in an organization is already known –
but by individuals, not the organization. An irreverent search is required to surface this “truth”.
Conflict: Change only begins when there is strong dissatisfaction with the status quo. Meaningful change necessarily
creates conflict that must be constructively harnessed.
Clarity: If people can’t understand it they can’t execute it, and if they can’t execute it why bother?
Choice: Tackle first things first and second things never, because there is never the time or money to address them.
Consequence: The achievement of desired results is tied to fair and equitable monetary and non-monetary rewards.
“The Corporate LifeCycles approach to strategic change, founded on a deep
understanding of the developmental maturity of our organization, gave us
clear insight into the difference between normal and abnormal problems and
this in turn helped to guide the order in which initiatives were tackled.”
Brian Marshall, Managing Director
Thales Defense Information Systems, United Kingdom
Corporate LifeCycles Overview www.corporatelifecycles.co.uk 8

9. Clients
Since 1986, the principals of CLI have partnered with Founders, CEOs, Presidents and their leadership teams in the organizations
listed below to design and implement change programs that accelerate the achievement of growth, profit and other business results.
To help ensure our ability to make a significant difference, we only work with a handful of clients at any one time, carefully selecting
organizations that are deeply committed to change.
• American Airlines - SABRE Division • Lexus-Nexus • Sweet & Maxwell
• American Fidelity Assurance • Loislaw • Symyx
• American Public Life • Los Angeles County Department of Children’s • Thales Defense Information
• Banc One Leasing Services Systems
• Bank of America • Mentor U • Thompson & Thompson
• Barclays Law Publishers • Meyer Associates • Thomson Corporation
• Black Letter Discovery • Minnesota Mutual Life Insurance • Thomson Financial Publishing
• Center for Continuing Education • MP Investment Bank • Thomson International Publishing
• Charles Schwab & Co. • Myllan Group
• City of Los Angeles – Department of • National Power Company of Iceland (utility) • Thomson Legal Publishing
Engineering • National Telephone Company of Iceland • Thomson Newspapers
• Copyright Research Group • NETg • Thomson Professional Publishing
• Delta Environmental • New York University Center for • Thorspring
• Direct Partners Entrepreneurial Studies • Truworths Stores
• Domino’s Pizza • Orla Kiely • U.S. Naval Air Warfare Center
• Earle Palmer Brown • Pacific Nexus Weapons Division China Lake
• EDS • Palomar Pictures • U.S. Naval Surface Warfare Center
• Enterprise Ireland • Pennin • U.S. Naval Surface Warfare Center
• Everyone.net • Pharmaco Port Hueneme Division
• Flexfoot • Physicians Education Resources • U.S. Naval Detachment White Sand
• Franklin Mint • Pioneer Press Missile Range
• Freedom Newspapers • Reykjavik Art Museum • University of Applied Sciences
• Rip Curl Ludwigshafen, Germany
• Hagkaup
• Saga Film • Vistage/TEC
• Hunt Oil Company
• Salt Lake City Water Department • Vodafone
• IBM
• San Diego Center for Children • Wahler Associates
• Icelandair
• Seitlin • Westech Geophysical
• Ingvar Helgason
• Shell Oil • Whitin Roberts
• Innodata-Isogen
• Knight Ridder
• Landssimi
“We have seen about a 15-20 percent reduction in our transaction costs as the result of Pathway
to PRIME®. We defined how we operate our help desks around the world and moved that to a
standardized process that has resulted in an additional 10 percent decline in operating costs. We
have also seen a three-fold increase in new clients.”
Michael Brannick, President and CEO, Prometric
Corporate LifeCycles Overview www.corporatelifecycles.co.uk 9

10. The Micromedex Story
“I was asked to become CEO of Micromedex in January 1998, one month after the founder left the company.
Micromedex is a leading publisher of databases on drugs, disease, toxicology and alternative medicine, as well
as patient leaflets and medical reference works such as the USP DI.
When I arrived the company was reasonably successful, having grown to $51 million in revenues in its 20+ year
history. However, there were many problems festering beneath the surface that were preventing the
organization from moving forward to the extent that the parent, The Thomson Corporation, would have liked.
The friends and family program was the rule in management, no new products had been successfully released
in years, annual staff turnover was nearly 35%, and if you asked 50 employees or managers what the
company’s top priorities were, you got 50 different answers.
After spending an initial few months on board assessing the situation, Thomson offered us the Corporate
LifeCycles Pathway to Prime® program as a way for Micromedex to initiate a deep self analysis and
intervention. We used a Diagnostic Workshop/Lifecycle Assessment to get agreement on some of the
immediate challenges, and we had Corporate LifeCycles facilitate subsequent sessions to help us define a
strategy and get our organization aligned with that strategy. From the combination of these activities, our
management team and staff emerged aligned around a long-term strategy, we formed IMPACT Teams® to deal
with the tactical issues that existed at the time, we gained a language and process that helped us deal with
problems that came along in future, and we had an organization built to achieve our goals.
The transformation was amazing. While Micromedex certainly had terrific products and was positioned in an
attractive market long before we started this process, I believe that Pathway to Prime® played a substantial
role in the accelerated success we enjoyed over the next five years. During that time, our revenues doubled
and our profits tripled, all while we invested more than $20 million in a comprehensive new content
management and Internet delivery system.”
Rick Noble, CEO
Micromedex
Corporate LifeCycles Overview www.corporatelifecycles.co.uk 10

11. Offices
East Coast, USA United Kingdon
4141 Sanctuary Lane 42 Plomer Green Lane
Boca Raton, FL 33431 High Wycombe, HP13 5TT
Phone: 561.447.7393 Phone: 07900 980164
Managing Partner: Ian MacDougall “TheManaging Partner: Andrew King
Corporate LifeCycles process
worked for us. It brought clarity and
West Coast, USA focus to our strategic options and
helped us to develop an
151 Crescent Avenue implementation plan that had the
Portola Valley, CA 94028 support of the entire senior
Phone: 650.279.7552 management team. I strongly
recommend it.”
Managing Partner: Clark Wigley Fred Cahill, CEO
ERA Technology Ltd, United Kingdom
Washington, DC, USA
403 Grist Mill Crossing
Severna Park, MD 21146
Phone: 443.875.4161
Managing Partner: Stephen Phipps
Corporate LifeCycles Overview www.corporatelifecycles.co.uk 11