Case Studies
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The Challenge
An entrepreneurial organisation of around 500 staff spread across several regional offices. Company had grown in business volume over the past 15 years.
Potential competency gaps at the highest level of leadership; a question about succession and capability at Tier 1 and 2.Our Solution
Conducted two rounds of 360-degree feedback assessment focusing on Executive Leadership. First round for Tier 1, including debriefing and analysis of the leadership succession question. Continued to Tier 2, including debriefing and analysis for the Tier 1 leaders to communicate with their Tier 2.
Results
A plan was set in place to allow co-leadership at Tier 1 as a transition to succession of the CEO position. 360-degree feedback reports highlighted individual development needs for Tier 2.
The Challenge
An entrepreneurial organisation of around 500 staff spread across several regional offices. Company had grown in business volume over the past 15 years.
Potential competency gaps at the highest level of leadership; a question about succession and capability at Tier 1 and 2.Our Solution
Conducted two rounds of 360-degree feedback assessment focusing on Executive Leadership. First round for Tier 1, including debriefing and analysis of the leadership succession question. Continued to Tier 2, including debriefing and analysis for the Tier 1 leaders to communicate with their Tier 2.
Results
A plan was set in place to allow co-leadership at Tier 1 as a transition to succession of the CEO position. 360-degree feedback reports highlighted individual development needs for Tier 2.
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The Challenge
An entrepreneurial organisation of around 500 staff spread across several regional offices. Company had grown in business volume over the past 15 years.
To enable the mind-set for succession and development at Tier 2 and identify ways to address large capability gaps between leadership tiers (particularly between Tier 2 and 3).Our Solution
Designed and developed a consultative approach and conducted the Succession Planning workshop to engage and facilitate the Tier 2 leaders.
Results
Potential successors and respective development plans defined. Identified capability and personnel gaps to focus development and hiring efforts.
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The Challenge
An entrepreneurial organisation of around 500 staff spread across several regional offices. Company had grown in business volume over the past 15 years.To address competency gaps between Tier 2 and 3 and to develop leadership teamwork cross divisions.Our Solution
Designed, managed, and delivered end-to-end Leadership Development Programme within 1 year for 21 executives. Aligned top leaders’ and participants’ expectations, dealt with resistance, engaged top executives as speakers, facilitated follow-up and teamwork across divisions.
Results
A motivational boost to Tier 3 leaders that raised their perspective above the day-to-day operational focus. A pool of leadership talent and a platform for cross-divisional collaboration.
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The Challenge
An entrepreneurial organisation of around 300 staff spread across the region. Company had grown in business volume over the past 10 years.
A question about organisational leadership structure and succession pipeline needed for PE partners. To set-up succession and development.Our Solution
Managed a combination of GROUP COACHING and INDIVIDUAL EXECUTIVE COACHING for 7 key executives using a team of 5 coaches and 2 lead consultants. Developed a fast-track approach for founding leaders to assess the executives and set up their development focus. Aligned expectations/goals and kept programme on track.
Results
Founding leaders transitioned out and new leadership structure was implemented with the support of the coaching system. Key executives’ development needs addressed as well as personal concerns with the change-over.
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The Challenge
A leading domestic appliance retailer. Initiative from overseas headquarters. Need to address potential succession crisis between Senior Managers and below. Difficulty attracting capable leadership talent to industry.
Our Solution
A Mentoring Program for management trainees to create an additional pool of talent and develop a learning culture in the organisation. Conducted Train-the-Trainer sessions for senior managers who would need to structure the Mentoring within their departments.
Results
Senior leaders were able to deliver Mentoring plans for the period in which the management trainees would be with their department.
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The Challenge
A global footwear brand with a base of manufacturing operation leaders in South China. With manufacturing moving to South East Asia, the company intended to upskill and prepare the leaders for their changing responsibilities, while enabling them to stay with the organisation.
Our Solution
A 2-day Change Leadership training was developed and conducted to address the potential changes that different department leaders would experience. The training included elements focusing on dealing with their emotions, staying resilient, keeping the team motivated and preparing for change plans.
Results
A motivational experience for leaders that allowed them to better understand the potential changes and prepare for the impact on them personally as well as their teams. The program included following up with change plans.
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The Challenge
The sourcing office of a leading sector retailer overseas that had been growing its contributions over the past 5 years. Seeing the difficulties to get colleagues at headquarters to take on ideas from Asia, which could potentially drive a proactive market approach.
Our Solution
Grounded in the concept of Design Thinking, the sourcing team were trained how to Design Training and Facilitate Workshops. The program was split into two parts to allow hands-on preparation of workshop ideas or training segments they would eventually deliver.
Results
A successful experience for the team as they put their learning into practice, already engaging in the design thinking process. The GM felt his team would be able to lead their colleagues at headquarters more successfully, as well as increase the profile of the team.
The Challenge
An entrepreneurial organisation of around 500 staff spread across several regional offices. Company had grown in business volume over the past 15 years.
Potential competency gaps at the highest level of leadership; a question about succession and capability at Tier 1 and 2.
Our Solution
Conducted two rounds of 360-degree feedback assessment focusing on Executive Leadership. First round for Tier 1, including debriefing and analysis of the leadership succession question. Continued to Tier 2, including debriefing and analysis for the Tier 1 leaders to communicate with their Tier 2.
Results
A plan was set in place to allow co-leadership at Tier 1 as a transition to succession of the CEO position. 360-degree feedback reports highlighted individual development needs for Tier 2.
The Challenge
An entrepreneurial organisation of around 500 staff spread across several regional offices. Company had grown in business volume over the past 15 years.
To enable the mind-set for succession and development at Tier 2 and identify ways to address large capability gaps between leadership tiers (particularly between Tier 2 and 3).
Our Solution
Designed and developed a consultative approach and conducted the Succession Planning workshop to engage and facilitate the Tier 2 leaders.
Results
Potential successors and respective development plans defined. Identified capability and personnel gaps to focus development and hiring efforts.
The Challenge
Our Solution
Designed, managed, and delivered end-to-end Leadership Development Programme within 1 year for 21 executives. Aligned top leaders’ and participants’ expectations, dealt with resistance, engaged top executives as speakers, facilitated follow-up and teamwork across divisions.
Results
A motivational boost to Tier 3 leaders that raised their perspective above the day-to-day operational focus. A pool of leadership talent and a platform for cross-divisional collaboration.
The Challenge
An entrepreneurial organisation of around 300 staff spread across the region. Company had grown in business volume over the past 10 years.
A question about organisational leadership structure and succession pipeline needed for PE partners. To set-up succession and development.
Our Solution
Managed a combination of GROUP COACHING and INDIVIDUAL EXECUTIVE COACHING for 7 key executives using a team of 5 coaches and 2 lead consultants. Developed a fast-track approach for founding leaders to assess the executives and set up their development focus. Aligned expectations/goals and kept programme on track.
Results
Founding leaders transitioned out and new leadership structure was implemented with the support of the coaching system. Key executives’ development needs addressed as well as personal concerns with the change-over.
The Challenge
A leading domestic appliance retailer. Initiative from overseas headquarters. Need to address potential succession crisis between Senior Managers and below. Difficulty attracting capable leadership talent to industry.
Our Solution
A Mentoring Program for management trainees to create an additional pool of talent and develop a learning culture in the organisation. Conducted Train-the-Trainer sessions for senior managers who would need to structure the Mentoring within their departments.
Results
Senior leaders were able to deliver Mentoring plans for the period in which the management trainees would be with their department.
The Challenge
A global footwear brand with a base of manufacturing operation leaders in South China. With manufacturing moving to South East Asia, the company intended to upskill and prepare the leaders for their changing responsibilities, while enabling them to stay with the organisation.
Our Solution
A 2-day Change Leadership training was developed and conducted to address the potential changes that different department leaders would experience. The training included elements focusing on dealing with their emotions, staying resilient, keeping the team motivated and preparing for change plans.
Results
A motivational experience for leaders that allowed them to better understand the potential changes and prepare for the impact on them personally as well as their teams. The program included following up with change plans.
The Challenge
The sourcing office of a leading sector retailer overseas that had been growing its contributions over the past 5 years. Seeing the difficulties to get colleagues at headquarters to take on ideas from Asia, which could potentially drive a proactive market approach.
Our Solution
Grounded in the concept of Design Thinking, the sourcing team were trained how to Design Training and Facilitate Workshops. The program was split into two parts to allow hands-on preparation of workshop ideas or training segments they would eventually deliver.
Results
A successful experience for the team as they put their learning into practice, already engaging in the design thinking process. The GM felt his team would be able to lead their colleagues at headquarters more successfully, as well as increase the profile of the team.