Culture is best changed by doing operational things differently
Experience
1 QBE – 2012: integrating business strategy and brand engagement: The Big Difference
QBE is one of Australia’s largest insurers with a major and fast growing presence in Europe employing close to 3000 by 2010 – growth fuelled by good performance and acquisitions.
2. Zurich Financial Services: global corporate transformation programme – leadership focus
The Global Corporate business of Zurich Financial Services asked us to help design a leadership meeting to focus on business priorities for the coming year and to help drive its emerging Gobal Corporate Transformation Programme (GCTP).
3. Global magic circle law firm: engaging partners and associates in surprising ways
We have a long relationship with one of the magic circle law firms.
4. Engaging for recovery: UK unit of global industrials group
At the beginning of 2009, this large enterprise stared into an uncertain future. Normally at least half of its operating companies would perform well providing underpinning support to those in negative economic cycles.
5. Fast-growing retailer upgrades its communication capability
This is the case of the well known, large and fast growing retailer which invited us to help them support fast growth with a communication review.
6. Global scientific manufacturer engages wider leadership team to drive strategy execution via our ‘Strategy Safari’ technique
Back in 2003 this enterprise held a management meeting for its top 200 in the Arizona desert. It was one of the first large-scale leadership-level engagement interventions that we had designed and facilitated. The plot then was to engage the delegates in thinking outside the box to help the organization accelerate from a mid position in their sector to ‘top quartile’. We are now working with them on engaging world wide leadership
in 2010 strategy execution.
7. Providing 24/7 advice on engagement and communication to a global financial services player
For the second year we have been retained by a global player to join their team to provide challenge and creative contributions and alternatives.
8. Employee engagement capability for leaders
Rather than pick out one client story we describe the nature of the work we do in partnership with many HR and Learning & Development professionals in both the public and private sectors.
Some examples of previous assignments
A. Thomas Cook
Competing on price, product or promotion in the holiday business, like most, does not sustain advantage for long.
B. Zurich Financial Services: a vision process to help drive transformation
Many organisations develop a vision as a way to unite behind a common purpose, to focus effort on transformational activities and to provide a market position which differentiates its brand from competitors.
C. Zurich Financial Services: creating a shared service platform across the Finance function in Zurich
Like many in the insurance sector, Zurich was looking for ways to enable its own staff to provide more added-value whilst seeking options to reduce the cost of repetitive transactional activities.
D. Transforming Group Risk
As part of a wider transformation, the Group Risk function of a major international bank wanted to develop a much more service-oriented business relationship with its internal customers.
E. Zurich Financial Services: integrated communication planning
The Zurich Group had grown through a series of mergers of insurance-related businesses stretching across the globe and emerged as a forerunner in the field of insurance.
F. Major high street retailer
During the turnaround of this well-known retail group, a fresh approach to its internal communication was as much on the agenda as anything else to revitalise energy and drive throughout the organisation.
G. Helping ABN AMRO connect its communication community
In large corporations finding the right balance between global and local approaches is a challenge. In most the pendulum rocks back and forth between consistency and laissez faire.
H. Vodafone
At Vodafone, we helped to highlight where traditional employee surveys were not best serving the development of a clear understanding of the factors driving engagement and thus the areas to focus on in order to stimulate greater discretionary effort throughout the organisation.
