01
Technology manufacturing
A leadership team that moves together.
Six monthly workshops
Build leadership cohesion around complex customer relationships and a shared commercial goal.
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The challenge
A subsidiary of a global technology manufacturer needed greater consistency in complex, multifunctional communications with OEM customers on lengthy buying cycles.
The work
A series of six monthly workshops focused on improving leadership team cohesion.
The outcome
The business reported more than 20% sales growth (£10m above target), associated with stronger consistency in customer communications.
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02
Financial services
A shared strategy in a single away-day.
One leadership workshop
Connect mission, vision, goals and measures in a plan the leadership team can work with.
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The challenge
A leadership team needed a coherent strategic plan connecting purpose and direction with measurable priorities.
The work
A single away-day workshop brought together a motivational mission statement, a clear vision, specific goals, measurable objectives and KPIs.
The outcome
The resulting plan included core value propositions, stakeholder engagement plans, a balanced scorecard and a strategic map.
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03
Organizational culture
A winning culture, built over time.
Multi-year engagement
Connect workforce engagement with staff loyalty and the experience customers receive.
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The challenge
Build a culture in which engagement, commitment and motivation support both the workforce and the customer experience.
The work
A multi-year focus on developing a winning culture and strengthening organizational engagement.
The outcome
The organization reported a highly engaged workforce, UK Investors in People Gold recognition, strong staff loyalty and low attrition, alongside improved customer experience, loyalty and repeat business.
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04
Telecommunications
From hardware losses to software value.
Business model transformation
A start-up within a multinational telecommunications firm operated a money-losing hardware business.
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The challenge
A start-up within a multinational telecommunications firm operated a money-losing hardware business.
The work
The business transformed its product and commercial model into a bundled software offering.
The outcome
The resulting software business achieved 80% gross margins and became a major contributor to company profits and shareholder value.
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05
Established business
Renewing direction in a declining business.
Six months of strategy work
A mature business faced declining performance and needed a new direction.
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The challenge
A mature business faced declining performance and needed a new direction.
The work
Stakeholder interviews, focus groups and workshops informed a turnaround strategy over six months.
The outcome
The business reported a $600m contract win and 67% turnover growth in a single year following the turnaround strategy.
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06
Data analytics
Make the value of your expertise clear.
Value proposition workshops
A data analytics firm needed a clearer way to communicate its expertise and technology capabilities.
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The challenge
A data analytics firm needed a clearer way to communicate its expertise and technology capabilities.
The work
A series of workshops developed a more concise and compelling core value proposition.
The outcome
The firm subsequently established a strategic partnership and was ultimately acquired by a major global marketing group.
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07
Cross-functional team
A purpose that belongs to the whole team.
One workshop · 40-person team
A team needed shared direction across previously disconnected organizational silos.
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The challenge
A team needed shared direction across previously disconnected organizational silos.
The work
A 40-person team developed a unifying mission statement, alongside individual missions, in a single workshop.
The outcome
The team reported strong ownership of its mission, improved productivity and better working across functional boundaries.
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08
Human capital management
One direction for a connected group.
Brand and business model strategy
A collection of online and physical businesses needed a unifying brand, business model and growth strategy.
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The challenge
A collection of online and physical businesses needed a unifying brand, business model and growth strategy.
The work
Interviews, focus groups, online surveys and competitive analysis informed the shared direction.
The outcome
Within months, the business was acquired by a global player interested in using the new brand.
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09
Medical practice
Give every colleague a role in service.
Two-hour workshop · 45 staff
Improve the patient experience and give non-medical staff more scope to respond to patient needs.
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The challenge
Improve the patient experience and give non-medical staff more scope to respond to patient needs.
The work
All 45 staff joined a two-hour workshop. Actions included reconfiguring the reception and waiting area and empowering staff to use greater discretion when booking urgent appointments.
The outcome
The practice reported greater staff enthusiasm for improving patient experience, alongside improved satisfaction and operational efficiency.
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10
Legal services
Make communicating value everyone’s business.
Facilitated staff discussions
Help everyone in a law firm understand their role in communicating value and cross-selling client services.
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The challenge
Help everyone in a law firm understand their role in communicating value and cross-selling client services.
The work
A series of facilitated group discussions involved staff across the firm.
The outcome
The firm reported sustained increases in sales and profits, alongside stronger regional market leadership.
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11
Hospital
Connect people across a complex organization.
Leadership and change training
A major hospital with a diverse 7,000-person workforce sought improvements in organizational performance and working culture.
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The challenge
A major hospital with a diverse 7,000-person workforce sought improvements in organizational performance and working culture.
The work
Training focused on strategy, leadership, change management, communications and personal effectiveness.
The outcome
The hospital reported improvements in productivity, patient safety and experience, staff morale and staff retention.
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12
Chemical manufacturing
Find a distinctive route into new markets.
Nine half-day workshops
A manufacturer faced flat growth in its UK market and stronger competition from a US-based global competitor and emerging Chinese businesses.
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The challenge
A manufacturer faced flat growth in its UK market and stronger competition from a US-based global competitor and emerging Chinese businesses.
The work
Nine half-day workshops developed a focused niche strategy for competing internationally.
The outcome
The business successfully entered the US and other markets and reported profitable growth.
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13
Mobile payments
Strengthen the business behind the valuation.
Six-month engagement
Improve strategic leadership, engagement and financial management while developing the business.
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The challenge
Improve strategic leadership, engagement and financial management while developing the business.
The work
Six months of engagement focused on leadership, people within the business, financial management and innovation.
The outcome
The company reported a 50% increase in valuation and a successful trade sale.
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