Case Studies
Loss to Profit in 2 years
Context:
Losing $25m 2 years running, and faced with closure, our client appointed a new CEO to create a new business strategy who engaged us to align the organization with the strategy.
Outcome:
A connected culture that delivered a $370k profit in year 2, and they are still growing!
Our Diagnosis:
Our diagnosis revealed a culture rooted in silos with transactional, cost cutting, "not my job" behaviours, competing internally over scarce resources.
How we delivered:
We helped them re-imagine their true values and embedded those values into daily operational business practices.
The business practices transparently linked to organisational purpose, and by focusing diverse departments on helping each other deliver shared purpose through fruitful relationships, a de-siloed, deconflicted organisation willingly helped each other succeed.
Happy people doing great work!
How safety saved the business
Context:
A national contractor in the ME had fallen from being the most respected company to one threatened with being removed from their clients business because of their safety performance.
Outcome:
No more accidents, and 25% more profitable.
Their connected culture created a high trust environment and their growth mindset shifted their performance.
Our Diagnoses:
Revealed a culture where safety was "owned" by HSE, and employees were blamed for accidents.
Safety was never the real issue, poor safety was an indication of poor business practices and misaligned departments that were not focused on how to support each other to deliver purpose. Safety was one of the many business metrics that were suffering from cultural misalignment.
How We Delivered:
Using Human & Organizational Performance as a philosophy, we helped the organization learn how organizational decisions, attitudes and practices created the conditions for failure, and with critical thinking and problem solving, how to help each other turn failure into success.
Our challenge: "Fix safety" turned into "Fix Strategic Relationships and Connect us top to bottom".
Good, just not creative.
Context:
Our client was good. Their business practices made sense, their people liked them. But, they were stuck, they couldn't stimulate creativity, innovation or growth.
The Outcome:
The business went on to win numerous Presidents awards for innovation and continues to grow as it's connected people thrive.
Our Diagnosis:
Much of the organisation shared information, completed forms and followed procedure. Few people knew why the information was important and how it added value.
How We Delivered:
We helped leaders ask the right questions, listen to the real needs of their employees: to be seen, helped, valued and in return we all discovered why so many activites and processes were veiwed as tasks that added no value.
Being Inclusive of Diverse perspectives revealed strategic misalignments and misunderstanding, but also how to address those very problems.
Our unique metrics revealed cultural gaps and how to close them, leaders and employees engaged to revise business practices, turning tasks into willing engagement, delivering a step change in performance from the resulting creativity and innovation.
Operationalizing "HR"
Context:
Our client struggled with core strategies for diversity, inclusion and talent management. Diversity was viewed as a goal not as a means of achieving organisational goals.
The Outcome:
Talent management became routine and regular conversations around building helpful relationships and solving shared problems.
Growth and learning followed, attracting diversity of thought to what was now a learning organisation, with a reputation that attracted, grew and retained diversity.
Our Diagnosis:
Everyone intuitively understood the importance of inclusion, diversity and learning. But HR's internal customers, the organization's leaders and employees, could see no value in how it was being done. Conflict and disengagement resulted.
How We Delivered:
We helped integrate good questions and listening skills into everyday business practices. This is the heart of inclusion, the resulting discussions revealed the value of diverse perspectives in solving operational problems, and helping deliver shared purpose. Effectively operationalising diversity and through problem solving, operationalised professional development.
Because people grew to understand how including diversity leads to learning, growth and better decisions, more diversity was welcomed as a gift to deliver performance, not a goal in and of itself.