Company Z a quality traditional printer invests £350,000 in new technology. Eighteen months later the company is still using traditional practices for 75% of its work; the new equipment sits underused in the hands of four operators - all self taught - and company profits are on the slide. The social consequences of continuing decline are dire and drastic action is needed.

Our feasibility study is accepted and we draw up a project plan addressing every company operation - the technology, management practices, design and origination, repro, print, estimating and costing, sales and marketing.

Job losses are inevitable and painful, plus pay cuts, changes to hours and work practices, new skills training, a fresh approach to selling ... it is a brave management decision to back our project.

We move into the company as 'project managers' with full backing from the family-owners and the top management of the company.

Six months later we turn the corner; prepress is running smoothly, nine operators are proficient on the new system, every member of staff has a job contract defining new flexible roles, the sales team is revamped, a marketing campaign is underway with a new modern corporate image.

The company has more capacity and improved skills level. New markets bring in new work, and regular customers have the benefit of better turnaround.