Case Studies
Telecoms
Following an internal restructuring by a major Middle East telecoms company, four HR teams were struggling to work together, having fallen into a pattern of silo thinking, mutual suspicion and destructive internal competition. Within two days, our process made it possible for these teams to overcome past history, re-establish trust, develop shared goals and build clear mutual accountability. The value of the initiative was described as worth “millions” in time, cost, duplication and waste-saving /efficiencies by the function Director.
Healthcare
A major Bio-medical Manufacturing business was unable to overcome a 36-month run of negative scores on key business metrics, with various departments pointing at each other much to the frustration of the MD and leadership team. A two-day workshop with NINE different departments led to an immediate, significant culture shift and re-appraisal of departmental roles, responsibilities and required behaviours. This initiative was credited with providing the foundation for a successful first-time bid by the business to achieve the Gold Shingo Award for Culture and Performance Excellence.
Financial Services
The different functions of a newly set-up financial services company identified a key barrier of their business as their ability to work together, due to their different perspectives of customer needs. A short two-day intervention with these departments enabled them to create a shared organisational perspective, with the process afterwards described by the MD as delivering a most powerful, positive, cultural and performance-enhancing change.
What Our Clients Are Saying
“We got rid of all the egos and got people really talking to each other for the first time, really. The Principals attending meant that everybody had to take it seriously. ‘Spectacular Partnerships’ opened up the lines of communication and really enabled us to deliver the project on budget and on time.”
– JOR, Project Developer
D.G.- Financial Services company
JUST TWO DAYS TO FIX THESE PROBLEMS/INTERGROUP CHALLENGES
In just two days, we’ll help your team identify and resolve long-standing conflicts, bridge communication gaps, and foster collaboration. Our proven methods transform intergroup dynamics, empowering your organization to work more effectively together. Don’t let these challenges hold you back—start your journey to a stronger, unified team today!
Here's how we've benefited other companies:
🏆 A food supply company struggling with internal division saw immediate improvement in teamwork, productivity, and business outcomes after we helped them resolve a long-standing conflict between departments.
🏆 Following our intervention to restore trust and cooperation on-site, a multi-million construction project at imminent risk of failure and penalties, was successfully turned around.
🏆 Within nine months, the executive team that was beset by role ambiguity, negative leadership styles, a lack of trust, and low organizational credibility was transformed into a cohesive, high-functioning, credible leadership team.
Successful Turnaround Projects
Telecoms
Following an internal restructuring by a major Middle East telecoms company, four HR teams were struggling to work together, having fallen into a pattern of silo thinking, mutual suspicion and destructive internal competition. Within two days, our process made it possible for these teams to overcome past history, re-establish trust, develop shared goals and build clear mutual accountability. The value of the initiative was described as worth “millions” in time, cost, duplication and waste-saving /efficiencies by the function Director.
Construction
I delivered a significant inter-group conflict-solving initiative for a €400m construction project (involving eight different stakeholder companies), whose relationships on the project had fractured to a point of stand-off, characterised by mutual suspicion, finger-pointing and blame. Was successful in quickly re-establishing collaborative relationships and willingness to ‘leave the past behind’ in order to reset relationships and deliver the project safely, on time and within budget.
Financial Services
The different functions of a newly set-up financial services company identified a key barrier of their business as their ability to work together, due to their different perspectives of customer needs. A short two-day intervention with these departments enabled them to create a shared organisational perspective, with the process afterwards described by the MD as delivering a most powerful, positive, cultural and performance-enhancing change.
Healthcare
A major Bio-medical Manufacturing business was unable to overcome a 36-month run of negative scores on key business metrics, with various departments pointing at each other much to the frustration of the MD and leadership team. A two-day workshop with NINE different departments led to an immediate, significant culture shift and re-appraisal of departmental roles, responsibilities and required behaviours. This initiative was credited with providing the foundation for a successful first-time bid by the business to achieve the Gold Shingo Award for Culture and Performance Excellence.
Energy
Helped a major utility in the UK resolve major conflict between internal divisions around construction, operation and running of new, ‘Best in Class’ power generation facility. The two-day workshop enabled identification of negative “personality” behaviour and impacts so that these could be neutralised for the immediate benefit of both team relationships and project productivity.
Construction - Design Team vs. Contractor conflict
I delivered a bespoke two-day Intergroup relationship-building intervention focused on re-establishing trust and a collaborative approach in a tense, fraught, acrimonious relationship between the Design Team and Main Contractor. Process was credited as being the key to the project being delivered on time with Award-winning Quality standards.
‘Either he goes, or we go!”
The robust and close monitoring style of a key development manager on a prestigious apartment building scheme led to an almost irretrievable breakdown with and walk out by the scheme’s project management team. I designed and delivered an urgent, successful intervention to address the problematic behaviours, maintain a stable team and ensure productive inter-party engagement for the remainder of the scheme. This intervention was seen as absolutely critical to restoring project team cohesion, raising morale and maintaining momentum and close-out.
