Our client’s culture has always been seen as a strength but it had elements which needed to change to support an evolving strategy and need to transform.
Our client is the Group Operations division of a global insurance provider. We designed two 12-month programs, one for the top 600 senior leaders and one for middle managers.
With the appointment of a new CEO, and against the background of a fast-moving industry, our client was seeking to redefine themselves from the inside out.
Our client, a global manufacturer with 77,000 employees in 69 countries, needed to adapt quickly by developing technological innovation to thrive in in a rapidly changing market.
Our client is an international healthcare company with over 33 million customers worldwide.
Our global financial services client was striving to deliver One-Team across the world and through many different brands.
Brazil’s largest bank acquired an investment and corporate bank. The new entity needed to show the benefits of the merger quickly: it faced the arrival of many global competitors in their market and the risk of losing their top talent.
Our client, already owners of two high-profile personal care brands, acquired a new organisation. With this acquisition, our client became one of the world’s preeminent Greater Good organisations, with a purpose to nurture beauty and relationships for a better way of living and doing business.
Our client is one of the largest pharmaceutical organisations in the world, providing solutions to address the evolving needs of patients worldwide.
Culture was not a new concept to our client, in fact part of the challenge for the UK bank was bringing together culture goals from a number of sources and aligning that with what they wanted to achieve.
Our client had set their sights on a new operating model that required product discovery, innovation and collective ways of working to set them up for growth.