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 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 in crisis: heading for bankruptcy if it failed to compete effectively.
RESPONSE: The CEO and Senior Leadership Team applied Crisis Scenario Pathfinding to leverage major insights through scenario thinking. This equipped them to find strategic direction and effective responses to this threat and to others not previously recognized. The team was able to expand their prestige, impact and appeal, and to reposition, the perceived value of their heritage.
RESULT: within 5 months this brand was able to reinvent itself successfully, moving away from the risk of bankruptcy.
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 effective impact'
The SITUATION: The Senior 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 would likely make matters worse. The normal organizational 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: Through making careful use of the Crisis Adaptability Diagnostic, 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' (through use of Crisis Adaptability Lab 2 Energy). The effect was to fuel innovation and creative thinking in many team members and operational staff. A sub-culture of Deal-Making emerged quickly (via Crisis Adaptability Lab 3, Attuned to Impact). This led to some swapping and redesign of roles and approaches to reap greater benefits from planned 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 (many £ms) than were in the Business Case:, within the planned timeframe.
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 group 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.
Applying the Crisis Adaptability Diagnostic revealed dysfunctional group dynamics, severely siloed thinking, a lack of curiosity, sketchy humility and poorly aligned goals, values and respect as some of the challenges this team faced.
RESPONSE: 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 the Crisis Adaptability Diagnostic provided an evidence base for some great leadership, operating and team culture decisions. Applying Crisis Adaptability Lab 1 Belief (Fuel Calling, Embrace Talk and Find Paths) gave the team ways forward. They also had the courage to leverage Crisis Adaptability Lab 3 Attunement (Align on Valued Goals, Cherish Dignity and Love Deal-Making) to reinvent their team culture through reframing their team operating values and identity.
RESULT: Within four weeks 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 team concluded that their ROI was positive and pivotal to their team and personal success.
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.
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: The Crisis Adaptability Diagnostic revealed a powerful range of Opportunities to take and Threats to manage. Crisis Adaptability Labs 1 (Belief) 2 (Energy) and 3 (Attunement) provided a range of mindset and toolset shifts on 'How' to get there, including easy to apply 'Quick Wins'.
RESULT: many members of this Finance Director team developed their adaptability powers over the next four 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 apply the Crisis Adaptability Diagnostic 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 villains. They just needed 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 applying findings from Crisis Adaptability Labs 1 Belief (Fuel Calling, Embrace Talk, Clarify Paths) and Lab 3 Energy (Cherish Dignity, Love Deal-Making).
RESULT: the COO visited that SLT over the next three months, leveraging the practices from the Crisis Labs. 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. What's more that COO was able to further develop their influencing assets from the Crisis Adaptability Labs for repeatable success in their next role.
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 great impact'
The SITUATION: A leading global organization in its field had to cut operating costs for major a transformation 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 the Crisis Adaptability Diagnostic and Crisis Adaptability Labs 1 (Belief) and 2 (Energy) this Leader and his teams carved out new ways to adapt to meet their targets set by the top table.
David worked with this Leader to gain a deep understanding of the threats, opportunities and challenges facing him and his teams.
Self-discovery alone (coaching) wasn't going to help. Nor was 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 Lab 3 (Attunement) 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 experienced a marked 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 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 have simplified and leveraged 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: the Crisis Adaptability Diagnostic 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 Crisis Adaptability Lab 2 Energy 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 inspired, equipped 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. She was in a career crisis.
RESPONSE: David worked with this client to grow her Vision and Pathways toward her goal. Her personal leadership SWOT analysis (emerging from the Crisis Adaptability Diagnostic) 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 Crisis Adaptability Lab 1 Belief (Fuel Calling, Embrace Talk, Clarify Paths to goal success) and Lab 3 Attuned to Impact (Align on Valued Goals, Cherish Dignity, Love deal-making)
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 the Crisis handling mindset and toolset practices from 12 Bear Secrets.
Case Study #9
From: 'Time is running out fast - but we don't know which supplier's solution we'll have to implement! I'm very stressed: will we implement on time or cause a customer service and regulatory crisis?'
To: 'We used a proven futures technique to gain implementation time. And just met our deadline!'
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: Crisis Scenario Pathfinding came to the rescue. There is a basic mistake many people make about the role, value and 'how' of scenario thinking. They have been conditioned to see these techniques as only relevant to vague, long-term situations. For the procurement and operational (banking) teams David ran a half-day workshop to enable the recipients (and operators) of the new service contract to gain implementation lead time, whatever the procuremenet outcomes was.
RESULT: Through facilitated scenario work the team was able to identify effective actions they could take right away. They acted on this quickly. As it turned out the winning bid was from a highly disruptive (aka innovative) supplier. The new procurement solution was finally up and running with only 48hours to spare. Too close for comfort!
Case Study #10
From: 'Help! Our Strategic Partner is in trouble'
To: 'We've come through this crisis very well and have eliminated key issues for greater stability and less risk'
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 Crisis Adaptability Lab 2 (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. The Crisis Adaptability Diagnostic revealed 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 avoided falling into crisis. 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.
Case Study #11
From: 'Where do we jump? Get this wrong and we affect the national economy and financial markets'
To: 'We found great ways forward, laid contingency plans at low cost and avoided a crisis where we would have damaged our personal and org reputations - as well as the financial wellbeing of the citizens we serve'
The SITUATION: A nationally important unit in UK federal government had to introduce a new policy to adjust to the outcome of a political vote with only three month's notice. This was crisis territory and had implications for the UK economy.
RESPONSE: David facilitated a Crisis Scenarios Pathfinding exercise for the leaders of the specialized unit with key policy-making and operational staff.
He used a proven methodology to facilitate scenarios work tailored to the situation, in detail.
RESULT: Within two weeks the unit leaders had a set o scenarios they regarded as plausible, and a set of early warning signs to aid implementation. Some worst case scenarios did arise. However these had been anticipated in the 'Pathfinding' assets that had been created. Implementation was successful and the heat (political and operational) was taken out of the situation. Little crisis stemming from this political event was perceived or experienced by UK citizens or the financial markets.
Case Study #12
'Will this plan really deliver the outcomes we need?'
A stress-test
The SITUATION: A well-known international medical charity wanted one of their ambitious strategic goals to be tested for feasibility.
RESPONSE: David work with a team to facilitate a Crisis Scenarios Pathfinding exercise for the leaders of the charity. He used a proven methodology to facilitate relevant scenarios work and to create assets re-usable by the client organization.
RESULT: Within two days the Pathfinding work identified that the current goal was not feasible within the timeframe. A revised plan was created reflecting a more realistic view of dependencies. This revised plan was later sense-checked with relevant medical experts and found plausible.
