Our Work

Ready to expand into new markets, this specialised consumer company needed a resilient organisational structure and robust resources that would allow rapid, organic, and sustainable growth on an international scale. Falling short would mean delaying the expansion and disappointing shareholders — major missteps for a growth-minded organisation. The plan for its international launch included a fresh organisational design and a strategic updating of its leadership structure. The outcome? A fast-growing presence across multiple countries in Europe and an impressive 60% bump in sales revenues over the past two years

The client needed to increase sales competencies related to negotiation to improve commercial performance. This needed to be delivered while providing an engaging experience for participants for a geographically distributed population.  Without engaging, effective learning modules, the target population would not participate, let alone improve their sales effectiveness.  The program enabled the participants to identify, plan and practice individual develop areas resulting in improved sales performance while empowering the participants to ‘own’ their learning process.    

The client was preparing to roll-out a critical major upgrade to their SAP suite which would operationally impact almost the entire organisation, but delivered little in the way of added value to most users. The Change and Communications Plan included the usual critical components such as communications and training, it also focused on early inclusion of user groups and key representatives in the design, implementation and testing phases to help create advocates while improving risk management. Early engagement and a sense of ownership helped ensure adoption at cutover and improve the quality of the solution, making it more likely to fit the users’ needs.  

This non-for-profit organisation was looking to unleash the leadership potential of middle management by providing training, support, and opportunities to grow. Maximising the company’s finite resources was paramount, as was avoiding the costly outcomes of high turnover and low employee morale. Implementing our research-backed learning framework, the organisation developed a range of innovative programs, sparking renewed engagement among middle management and opening new pathways to advancement for emerging leaders. The result? An energised and revitalised management team committed to growth — the organisation’s and their own.  

This healthcare provider needed to get its workforce on board for the next era of the company’s growth. The centerpiece being a comprehensive ‘people and culture’ strategy that would fast-track its ambitious business goals and keep staff engaged and motivated. Since sweeping change can be overwhelming for even the most seasoned of staff, the prospect of employee burnout posed a real threat to the success of the venture. With a game-changing strategy in hand and the board’s blessing (and funding), the company launched several new initiatives that smoothed the transition, provided the necessary staff support, and paved the way for ongoing growth and success

Following a major acquisition, this pharmaceutical company needed a plan for integration that minimised disruption and kept employees informed, engaged, and excited for the future. Its growth — and keeping its commitments to shareholders — depended on it. Following our recommendations, the company gracefully aligned two operating models for a frictionless union of the two organisations, while simultaneously cutting costs and offering advancement opportunities to retain key talent.