... are some of our recent Clients
Case Study #1
From: 'We're failing to compete'
To: 'We have a strategic game plan.. and it's working'
The SITUATION: A prestigious member services organization firm in the UK had fallen into resting on its past victories and reputation for continued success. However, a range of new entrants were now taking market share. This organization was heading for failure and bankruptcy if it failed to compete effectively.
RESPONSE: The CEO and Senior Leadership Team applied Bear Secret 3 (Find Pathways) leveraging major insights through scenario thinking sessions. This equipped them to find strategic direction and effective responses to this threat and to others not previously recognized. The team drew on Bear Secrets 2 and 12 (Embrace Talk and Expand Legacy) to expand their legacy, prestige, impact and appeal and also to draw on, and reposition, the perception and value of their unique heritage.
RESULT: this brand was able to reinvent itself successfully, leveraging its roots (Bear Secret 1 (Fuel Calling) but also reframing those origins (Bear Secrets 7 and 9, Align around Valued Goals and Love Deal-Making) for the modern era and the emerging aspirations of its new enlarged clientele.
Case Study #2
From: 'I don't have the resources I need to succeed'
To: 'I know exactly how to optimize what I have for maximum impact'
The SITUATION: The Business Change Manager of a strategically important international change program was struggling to realize the benefits promised from reforming a specific customer service operation. Analysis showed that sticking rigidly to organization norms and protocols was only going to make matters worse. The normal response to this situation would have been to keep iterating the Business Case to secure more funding. But every Program was being squeezed. The resources just didn't seem to be there.
RESPONSE: As a result of Workshop 1 (Team Adaptability Quotient SWOT Analysis), Workshop 2 (Individual SWOT Analysis) and Workshop 5 (Attuned to Impact) a new leadership and operational approach emerged for the team.
Rather than sticking rigidly to 'how we've always done it' senior leaders in the Program team began to 'Spread Power' and 'Treasure Autonomy' (Bear Secrets 4 and 5). The effect was to fuel innovation and creative thinking in many team members and operational staff. A sub-culture of Deal-Making emerged quickly. This led to some swapping and redesign of roles and approaches to reap greater benefits from customer service changes.
RESULT: What had been seen as a money and resources problem was solved by innovation, creativity and the making of new deals between existing stakeholders, at minimal cost. The Program went on to deliver nearly 20% more net benefits than were in the Business Case: many £ms!
Case Study #3
From: 'I can't keep my best people in the game'
To: 'I know exactly how to lead my team without burning them out and in ways that I can sustain'
The SITUATION: A very expensive range of handpicked experts assembled for a major Digital Program were misfiring so badly as a team that they looked destined to fail in delivering the tech strategic building blocks needed by their organization to survive and compete. Worse still, many of these talented individuals had recently left the team or were planning their exit.
Strangely dysfunctional group dynamics, severely siloed thinking, a lack of curiosity, sketchy humility and poorly aligned goals, values and respect were just some of the challenges this team faced.
RESPONSE: Workshop 1 (Team Adaptability Quotient SWOT Analysis) revealed large areas of conflict, misunderstanding and high work stress within the team. Workshop 2 (Individual SWOT Analysis) surfaced some surprising levels of resentment between the different types of experts in this - on paper at least - High Performing Team.
The senior leaders in this Team were totally open to a 'warts and all' analysis of their situation and took ownership of the challenges they faced. The new data and information generated and synthesized from Workshops 1 and 2 provided an evidence base for some great leadership, operating and team culture decisions. Applying Bear Secrets 2 and 3 (Embrace Talk and Find Pathways) gave the team ways forward. They also had the courage to apply Secrets 7, 8 and 9 (Align on Valued Goals, Cherish Dignity and Love Deal-Making) from Workshop 5 to reinvent themselves and their team operating values and identity.
RESULT: the high levels of team distress (damaging stress) gave way to positive levels of stress as the Team established more insightful and respectful dynamics. The results delivered more than justified the money and time invested in this team.
Case Study #4
From: 'I'm just surviving this project'
To: 'I'm leveraging this challenge to accelerate my reputation and career'
The SITUATION: A high-performing Finance Director team were moved very much out of their comfort zone. They were tasked with delivering novel, unfamiliar change, with aggressive timelines, at pace.
This team had previously enjoyed a huge amount of 'position power'. They exercised power and authority granted to them by their roles in the organization: investment decisions and monitoring, resource allocation, assurance, quality control, process and data ownership, advising and holding others to account.
But now - because of the subject matter (ESG and related Tech and Regulatory reform) - the previous 'Referees' of change were being asked to take off that uniform and to put of the kit of the goal scorers in soccer. Or the Quarterback in American Football. How was that shift in role going to work? Many were nervous. Some were very clearly out of their depth. And who can blame them? They're were now expected to lead tough change in highly uncertain circumstances but they lacked experience and could find no playbook for their circumstances. Worse still, the Finance Director and CFO had a patchy track record of delivering decisive progress through change. In a pressured environment, with media interest and many internal competitors, their jobs in the organization really were at risk if they didn't get things right this time.
RESPONSE: Workshop 1 (Team Adaptability Quotient SWOT Analysis) and Workshop 2 (Individual SWOT Analysis) revealed a powerful range of Opportunities to take and Threats to manage. Workshops 3 -6 provided a range of 'How' to get there, including easy to apply 'Quick Wins'.
RESULT: many members of this Finance Director team developed their adaptability powers over a number of months, to embrace demanding, expanded roles. Others reacted by seeking refuge, moving into deeper, old-fashioned finance roles. Perhaps we have to fear for their future? As Eric Hoffer observed 'the wise change with change or they become perfectly suited for a world that no longer exists'.
Case Study #5
From: 'I'm not just doing my job anymore. I'm firefighting, dealing with resistance and trying to keep everything from falling apart'
To: 'I have a strategic game plan.. and it's working for me'
The SITUATION: A newly appointed COO in a company growing rapidly through Merger and Acquisition had their hands full. The growth of the company had become the stuff of legend. But in an industry where effective innovation and rapid product development were a given, fundamental problems that threatened to undo past success were looming large. The more operations the COO visited the more they were convinced the organization was skating on thin ice with the level of goodwill eroding across their talented workforce. Things came to a head when the COO was invited to the SLT of a key business unit. Instead of tea and biscuits, the COO was subjected to a blistering attack on why they had not mobilized a key Program vital to the Unit's success. The delay had been 4 months. The COO had in been in post for 4 weeks! This 'venting' went on for most of an hour - in various forms. The SLT had found someone to blame for their own inaction. And they were in earnest.
RESPONSE: David worked with the COO to uncover the reality of the situation in that Unit. It turned out that there was a lot of hurt that had festered into resentment due to a clash of goals, cultures, leadership and work styles between the acquired and the acquirer. The Unit leadership were not viallians. They just need someone to vent on. To get their feelings and frustrations out to. Someone to listen,. And perhaps take action. The most valuable actions taken and practices wielded by the COO included Bear Secrets 2, 8,9 and 10 (Embrace Talk, Cherish Dignity, Love Deal-Making and Fuel Significance).
RESULT: the COO visited that SLT only a few weeks later and deploying selected Bear Secrets as part of their influencing approach in the room. The effect was almost magical. There was a bit more venting but this time also restorations of Dignity, Significance and a whole new raft of Deal-Making from the COO. Many members of that Unit SLT became key allies of, and advocates for, that COO and proved critical to their success in that organization.
Case Study #6
From: 'I'm being held accountable for tough results, but my budget and resources aren't keeping up'
To: 'I know exactly how to optimize what I have for maximum impact'
The SITUATION: A global player delivering high stakes transformation had to cut operating costs drastically and suddenly. This was no flash in the pan or temporary crisis. It was a fundamental and permanent shift in the organization's culture, values and Operating Model. A seasoned Program Manager with a great track record and a demanding portfolio to deliver was working hard, and smart, to adapt and to deliver more impact with fewer resources through project teams spanning many countries.
RESPONSE: As a result of Workshop 1 (Team Adaptability Quotient SWOT Analysis), Workshop 2 (Individual SWOT Analysis),and Workshops 3 and 4 (Believe You Can Impact and Energized to Impact) this Leader carved out new ways to adapt to meet his targets set by the top table.
David worked with this Leader to gain a deep understanding of the threats, opportunities and challenges facing him.
Self-discovery alone (Coaching) wasn't going to help. Nor was just a surface-level consulting approach. David and his client (a seasoned LEAN Six Sigma professional) worked together to diagnose root causes and to identify viable options. The content of Workshops 5 and 6 (Attuned to Impact and Reasons to Impact) proved valuable here. A major shift occurred through embedding some small but powerful exercises and tools to bring clarity and system to the situation.
RESULT: The client is experiencing a drop in the stress of leading in their new more uncertain environment. This is going to be a long running story with no easy fixes. David continues to work with the client who is experiencing less uncertainty and anxiety at work.
Case Study #7
From: 'Every project feels like a pressure cooker. My top talent is stressed, disengaged and eyeing the exit'
To: 'My success comes from my people as well as my processes. I know exactly how to lead my team without burning them out and how to simplify and leverage my processes'
The SITUATION: A highly experienced and acclaimed Program Manger was recruited on a contract basis to lead a major transformation at an ambitious, fast growing international company.
The usual range of processes, products and procedures were put in place via a proactive PMO team, the SRO and key stakeholders appeared well engaged. Business Cases were being well-received. Projects were starting to deliver and Benefits were flowing. But something didn't seem quite right. We all know that 'every project/program is different'. And this Program and its Projects appeared to have plenty more in the tank; many more results in danger of being left on the table. But how to inspire that 'going the second mile'? How to inspire the team to open up to share their ideas and secret (tacit) knowledge?
RESPONSE: Workshops 1 and 2 (Team Adaptability Quotient SWOT Analysis and Individual SWOT Analyses) revealed a surprising issue. Many experienced change professionals on this successful team were very preoccupied with one question: 'What sort of Leader can I be?' By which they meant 'What sort of leader am I allowed to be here?' This came as a bit of a surprise to the Program Manager who had climbed her early career ladder in a different era. But hats off to her. She took Bear Secrets 4, 5 and 6 to heart ( Spread Power, Treasure Autonomy, Grow Impact) and set about creating opportunities to grow the leadership skills of those who wanted that, within and beyond, her team.
RESULT: Pioneering change visionary Mary Parker Follett claimed that one of the most valuable impacts a leader can have is to grow and release new leaders. It's the big move in making more impact. My Program Manager client released and inspired and aligned effective proactivity in her team on this occasion. I know that she has carried these skills with her into other contract roles and is making similar impact in those spaces.
Case Study #8
From: 'I feel like I'm at a make-or-break moment. If I pull this off I'll be seen as a Leader. If I fail, it could stall my career for years'
To: 'I'm using this challenge to position myself as a Leader'
The SITUATION: A high-performing Finance Director was facing the challenge of moving up to a CFO role. She had demonstrated oodles of confidence and competence to make this shift. Her track record spoke volumes. The trouble was that she'd become pigeon-holed; a victim of her own success as a FD. No one else was seeing her as a CFO. And - to be real - she was experiencing episodes of self-doubt and struggling to see herself in that role too.
RESPONSE: David worked with this client to grow her Vision and Pathways toward her goal. Workshops 1 and 2 (Team Adaptability Quotient SWOT Analysis and Individual SWOT Analysis) proved pivotal to her motivation and understanding of her capabilities. David facilitated some Active Play sessions with her to grow her ability to envision her in her CFO future. She grew skill in leveraging Bear Secrets 1,2 and 3 from Workshop 3 (Believe You Can impact: Fuel Calling, Embrace Talk, Find Pathways)
RESULT: this client made a successful move into a CFO role in another organization. She continues to grow her self-leadership, leadership and influencing skills using 12Bear Secrets.
Case Study #9
'Procurements aren't supposed to go wrong'
The SITUATION: A high-profile, mission-critical Procurement began to run behind schedule. The client was losing lead time to implement. This posed a serious business continuity, financial, reputation and IT security risk to the organization.
The operational team tasked with implementing the result from the Procurement were stuck between a rock and a hard place. If the incumbent supplier won the contract there would be some updating of systems and protocols but the time could be recovered.
However, if a new innovative supplier came out on top, this could mean a lot of unfamiliar change and new relationships to manage, against the clock.
The operational team felt stuck and stressed. How could they prepare for an unknown outcome, with timing running down?
RESPONSE: Bear Secret 3 (Find Pathways) came to the rescue. There is a basic mistake many people make about the role, value and 'how' of scenario thinking: that it is for those big, long term trends. The strategic 'unknown unknowns'. David ran a half-day workshop for the operational team who were feeling that they had to await the procurement outcome and then had to rush implementation.
RESULT: Through facilitated use of the scenario-based Bear Secret 3 (Find Pathways) the team was able to identify effective actions they could take right away, whatever the procurement outcome. They acted on this quickly. As it turned out the winning bid was from a highly disruptive (aka innovative) supplier. The new solution was finally up and running with only 24hours to spare. Too close for comfort!
Case Study #10
'Help! Our Strategic Partner is in trouble'
The SITUATION: A small but highly profitable family-run UK firm had drifted into a situation where it was too dependent on a single Strategic Partner. And that Partner appeared to be running into financial trouble. The UK firm was at risk of being pulled under if the Partner collapsed.
RESPONSE: David assessed the client's and Partner's situations and facilitated Workshop 4 (Energized to Impact) for the client and their Strategic Partner.
David helped to resolve a range of issues with the client and their Partner quickly. Analysis revealed some root causes of issues in both organizations. These included problems with governance, roles and responsibilities, service level agreements, financial management and leadership styles and staff motivation. It turned out that what appeared to be fundamental problems were just symptoms. And in this case the symptoms were much more alarming than the actual problems. David co-designed and implemented the use of a few small but powerful tools that brought clarity and system to the internal workings - and joint workings - between the two small and medium organizations.
RESULT: both organizations are now thriving. What appeared to be financial problems in the Partner turned out to be governance and leadership problems. The client was able to agree and operate a more modern and effective partnership with their ally.
