ABOUT US
Global Aperture launched in 2005 with a single mission: to improve the performance of client organizations through an innovative results-focused approach to strategic change management.
Founder & President Larry Haas brings a distinct combination of experiences and skills to help clients achieve breakthrough results. As a longtime consumer and service provider in a broad array of defense and corporate environments, Larry realized the need for a more effective way to develop and lead strategic change. This client-centric approach fusing strategy, alignment, and integration is the genesis of Global Aperture. The entire team shares Larry’s passion for client service and high-impact results, bringing together a powerful combination of technical degrees, MBAs, professional services / consulting expertise, and operating experience.
Based in Southern California, Global Aperture serves medium to large organizations across the country and around the world, with an emphasis on the aerospace, defense, and homeland security industries and in technology-driven, product development and manufacturing environments.
CASE STUDY
A Visual, 360° Approach to Decision-Making
A defense industry client was faced with an overwhelming array of performance feedback data from numerous internal and external reports and audits. These data sources each recommended several courses of action and many were in conflict. This led to a highly uncertain, and reactive environment. The management team didn’t know where to start.
Global Aperture was retained to execute its proprietary Integrated Strategic Assessment. We led a series of data review and visual synthesis sessions, in collaboration with client domain specialists, and developed an integrated (not conflicted) set of recommendations. We worked with the leadership team to implement improvement strategies based on the findings, including facilitated cross-functional planning sessions and methods for follow-up to measure progress.
As a result, an annual assessment process was launched, utilizing the general ISA method, to continue to integrate new performance data, respond to organizational changes, and identify analytical ‘blind spots’.