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Case studies

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18July 2016
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Involving people affected by change and allowing them to provide input on issues that matter to them, for example, large scale strategic conversations, is more likely to result in people owning the change process and its outcomes’ This principle was used in our work with the University of Brighton recently, here’s what we did... Our challenge The University of Brighton may trace its history back to 1859, but its style of governance and the scope of its ambition for students and faculty is notably forward-looking. The institution serves 20,700 students across five campuses and  is a major university for the professions.  UniBrighton’s strategic leadership called us in to help drive a new approach to developing their future strategy: they wanted the initiative to be broad, inclusive and engaging, to harvest and build upon a wide and representative selection of ideas and suggestions. Our approach
  • Five 2½ hour meetings at each campus, supported by a website and informal drop-in sessions.
  • Journey-through-time meeting design, highlighting the assembled experience in the room by creating a physical circle of participants ordered by their length of employment at the university.
  • Creation of a large-display history map drawing on the wealth of experience in the room, supported by live graphic recording.
  • Graphic representation of influences impacting the university now and in the future, to spark off ideas for the future from each group. We used a large-display mind-map format to graphic record inputs.
  • Summaries of ideas generated at each meeting, in spreadsheet form, to make it easy for the strategic teams to assimilate quickly.
 Our results The meetings were attended by around 400 staff from all campuses, across the professorial, administrative and support dimensions. The concentrated ideas and insights will be used to create a strategy for UniBrighton. uobmetrics Our learning The physicality and psychology of people arranging themselves in order of their length of service was fascinating!
  • It wasn’t a pecking order – fresh thinking came from all parts
  • Passion isn’t based on length of service.
An awful lot can be achieved involving a lot of people in a very short space of time! What people said mm2
27June 2016
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The following is a case study from our supportive facilitation work for a global leader in cardiac and vascular care needing to reinvigorate key teams for long-term direction and strategy change.

Mission:

Coming from a period of transition and change, the client's challenge to us was to reinvigorate their key teams and muster forces behind formulating and implementing long-term direction and strategy change.

Methods:

  • Intensive one-to-one briefings with teh GM and other key leaders and stakeholders to set out clear goals for our involvement
  • A multi-state implementation based on a two-day meeting design with facilitation of the vision and strategy sessions plus a separate planning meeting
  • Additional visual documentation and outputs supporting communication of the vision and strategy to all staff and stakeholders at an annual kick-off event, which was also part of our support and design remit.

Metrics:

  • The leadership's compelling three-year vision and roadmap is firmly in place, with clear objectives and ownership
  • Highly positive feedback from the kick-off event, gaining a strong response at a facilitated confereence that engaged delegates in multi-way vision and strategy conversations rather than one-way sharing.
If you are in transition and periods of change needing vigor around alignment give us a call at +44 (0)1628 471 114. Or, complete our contact form letting us know how we can help with direction and strategy change.
20June 2016
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The following case study is from pro-bono planning sessions and meeting facilitation for a small UK non-profit that wanted to agree new strategies while avoiding pitfalls from their past.

Mission:

Escaping Victimhood is a small, non-profit organisation specialising in the support of families of victims of violent crime. The organisation had recently received Lottery funding, presenting them with a cross-roads--choices about hos they move forward. There were some long-term conflicts between team members with different ideas about how things should be lead within the organisation. Our mission: agree a strategic way forward and resolve the difficulties in working together in the past.

Methods:

  • Interviews with everyone attending the meeting
  • Design and preparation of materials for a one-day strategy meeting
  • Facilitation of a one-day meeting in Oxford, UK
  • Production of documentation for ongoing development and communication of the strategy

Metrics:

By the end of the meeting the board had agreed:
  • a long-term vision
  • their strategic priorities
  • new ways of working to avoid the pitfalls of the past.
If you have challenges in identifying and implementing you stratgies, particularly because of historic communications difficulties, we may be able to help out. Give us a call at +44 (0)1628 471 114. Or complete our contact form and tell us about your strategy challenges.
13June 2016
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The following is a case study from meeting we facilitated for a Japan-based technology company with global operations that needed a shift in strategy to make step change in applying their work.

Mission:

Here the CEO wished to make a shift in strategy and align his team in order to make a step change in the results for the forthcoming year. Our mission was to guide the CEO and his leadership team through two days of vision and strategy work and to come out with tangible plans.

Methods:

  • Briefing from the CEO to clarify what he wanted to achieve
  • Interviews with the team coming to the meeting
  • Development of the design and materials for a two-day leadership meeting
  • Graphic facilitation of a two-day meeting in the Thames River Valley
  • The development of visuals from the meeting for onward communication to the wider organisation.

Metrics:

By the end of the meeting the leadership team had developed:
  • a long-term strategy for HR
  • strategies to achieve the vision
  • plans for the next year with objectives, actions and allocated resources
  • agreed next steps for onward communication.
If you need to align global teams, from one department or across functions, give us a call at +44 (0)1628 471 114. Or complete our contact form telling us about your global teams and what you want to accomplish.
06June 2016
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The following case study is from meetings we facilitated for a global drinks company that had grown rapidly through acquisitions.

Mission:

The CEO needed to get together the heads of all the business units to converge and agree on a single strategic way forward. Our mission was to take a group of individual business leaders and start to form a united leadership team.

Methods:

  • Briefing from the CEO to clarify what he wanted to achieve
  • Interviews with the team coming to the meeting
  • Development of the design and materials for a two-day leadership meeting
  • Graphic facilitation of a two-day meeting in Latvia
  • The development of visuals from the meeting for onward communications to the wider organisation

Metrics:

By the end of the meeting the leadership team had developed:
  • a long-term vision, mission and strategies for the whole organisation
  • a set of common goals across the business
  • an agreed set of values with clarity of meaning and behaviours
  • commitment by leaders to develop plans to align with the overall strategic business direction.
Preparing leaders for change, including mergers and acquisitions, can be challenging. We can help you think it through and move forward. Give us a call at +44 (0)1628 471 114. Or complete the contact form telling us about your change and leadership needs.
30May 2016
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The following is a case study from our facilitation consultancy with a global, France-based FMCG business focused on transforming the HR organisation with a globally aligned strategy.

Mission:

A new global HR leader needing to transform the HR organisation from locally-based transactional HR to globally-aligned strategic HR partners.

Methods:

  • Briefing from the HR Director to clarify her objectives
  • Interviews with the HR team attending the meeting
  • Liaison with external HR consultancy
  • Development of the design and materials for a three-day global HR leadership meeting
  • Graphic facilitation of a three-day meeting in Paris
  • The development of visuals from the meeting for onward communications to the wider HR team and to the wider Exec team.

Metrics:

By the end of the meeting the HR leadership had developed:
  • a long-term vision for HR
  • an agreed purpose
  • strategies to achieve the vision
  • plans for the next year with objectives, actions and allocated resources
  • agreed next steps for onward communications and testing of their work.
If you department or organisation is seeking transformation and an aligned strategy give us a all at +44 (0)1628 471 114. Or complete our contact form telling us a little something about your challenges.
23May 2016
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The following case study is for a leading FMCG company with a new leader with a new global strategy. We supported him and helped him collaborate with his new team.

Mission:

The company is a leading global FMCG business. Our clients was new in the role and business segment. The aim was to bring their global team together face-to-face for the first time, to familiarise and engage them in a new global corporate strategy and to collaborate on a plan for the team to support the overall success of the global business.

Methods:

  • Briefing from the Chief Information Officer and HR Director to clarify meeting objectives
  • Interviews with the global team of eight who were attending the meetings
  • Co-creation of the design and materials for 3.5 day global Business Partner meeting
  • Graphic facilitation of the meeting and development of visuals from the meeting for onward communication
  • Prioritisation of long term stratefy in line with the new global strategy
  • Agreement of relevant and tangible cultural shifts, and assignment of owners to strategies and cultural shifts
  • Timeline for implementation

Metrics:

The meeting agreements and actions are in the first implementation stage. Results will develop between this meeting and the follow-on meetings designed to review progress and make adjustments to the courses of action. If you have new leaders in role and need to support team growth, locally or globally, we can help. Give us a call at +44 (0)1628 471 114. Or complete our contact form and let us know what your needs are.
16May 2016
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The following is a case study for recent work we did for a global cosmetics, haircare and beauty company with the goal of improving collaboration with fewer meetings.

Mission:

Their employee engagement survey showed that marketing managers were spending too much time in meetings and not getting the creative results they needed. Our task: find ways of improving collaboration with fewer meetings.

Methods:

We ran a facilitated meeting for the entire marketing team to demonstrate how to run productive, engaging and creative meetings. Next, a diagnostic to uncover the causes of meeting problems, followed by a leadership training programme. We ran leadership workshops for the senior team to redesign their pivotal meetings. We supported the leaders one-to-one in running more productive meetings.

Metrics:

Measured results aren't in yet but early reports suggest that meetings have become more productive as people use our techniques to collaborate more effectively, earlier on in the marketing process, and therefore need fewer meetings. If meeting productivity, and wanting fewer meetings, we can work with you to help you understand your current process and help find new ways of meeting. Give us a call at +44 (0)1628 471 114. Or, complete our contact form telling us a little about what you want to achieve.
09May 2016
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The following is a case study from meetings we designed and facilitated for a global pharmaceutical company with a goal of improving meeting productivity.

Mission:

The UK and Ireland employee survey results showed a major concern about the number of meetings and the quality of meetings. Our mission was to work with them to improve the productivity of meetings and thereby reduce the number of meetings.

Methods:

We conducted a diagnostic process with the UK and Ireland business. From this we developed a leadership development programme, redesigned some pivotal meetings, and provided one-to-one support and coaching of meeting leaders.

Metrics:

We trained the top 60 leaders across the organisation. We are awaiting the results of this year's engagement survey. Leadership capabilities, especially high quality meeting skills, are critical in organisations. This case study shows one aspect of how we support leadership. Call us if you want to discuss your leadership needs. +44 (0)1628 471 114. Or complete our contact form telling us a little of what you need.
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