The following descriptions illustrate the range of projects that AMCi undertakes.

  Over a three year period, senior AMCi consultants worked with the Office of the Secretary of Defense to create a successful cross-service strategic agenda for continuous acquisition and logistics, electronic data interchange and electronic commerce services for the U.S. Department of Defense. Our accomplishments included;

• facilitating development of the cross service vision and strategic agenda for CALS/EDI/EC at the program management level
  
• facilitating the modification and refinement of the strategic vision and agenda for the Joint Logistics Chiefs
  
• facilitating the organization of implementation teams who are implementing CALS/EDI/EC across the services.

  As an offshoot of these efforts, services merged selected programs and funding.

  In another assignment, we developed a new method for simulating an organization’s strategic community. We used it to help Xerox Corporation decide which technologies and markets it would pursue through the turn of the century. This project foreshadowed by several years the growing trend among corporations to involve customers, vendors and other stakeholders directly in strategic planning and product development.

  In conjunction with one of AMCi’s strategic partners, we reengineered a major component of the U.S. Air Force logistics system. One of the processes reengineered and deployed involved over 1,500 steps. In the pilot phase of deployment, the time to rebuild a C-130 aircraft was reduced from 360 to 180 days.

  One of AMCi's senior consultants guided the successful reorganization of a key nuclear waste disposal project for the Department of Energy. This project required dealing with politically sensitive issues at municipal, state and federal levels. He worked closely with senior government officials in the Office of the Secretary of Energy.

  A consulting division in a major international bank was under pressure to triple its annual revenue or close its doors. In March of 1998, when one of our consultants was engaged to help the division meet this challenge, the most hopeful forecasts predicted less than a two fold increase for the year. By the end of the year, the division had increased profitability and more than tripled revenue.

  In a project reported in U. S. News and World Report, AMCi's team helped 14 towns in Mid Maine plot the region’s future into the 21st Century. Several people worked for three years with the non-profit Center for Consensual Democracy to make this and earlier efforts possible. They developed techniques to improve democratic process at the local level by applying innovative group process methods and digital technologies.

  In another project, we helped an environmental engineering division of a twenty-five billion-dollar international corporation refocus itself so that it became profitable for the first time in five years.

  These are representative of scores of similar projects tackled over the last decade. In support of these efforts, we have developed techniques, programs, seminars and software for creative problem solving, team alignment, decision making, interpersonal communications, conflict management, mediation and growth management.