CASE STUDIES

Explore our work through the case studies exhibited below - showcasing some of our most ambitious, creative, and productive projects working with a diverse variety of organisations based in both New Zealand and abroad.

 
 
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Values Driven Change Process

Discover how we forged a strong new culture for a recently merged organisation through in-depth workshops involving all staff ...

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Transformational change

See how we doubled the engagement scores of an organisation after 18 months through major transformational change involving 90 leaders and approximately 800 staff members...

 
 
 

ORGANISATIONAL CHANGE & RECRUITMENT

Learn how we designed a new business group structure and undertook a nation-wide recruitment drive, recruiting over 50 new staff...

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 Photo: Paul Sutherland

Photo: Paul Sutherland

 

Mergers and Acquisitions

Discover how we facilitated a large-scale merger, including the design of the new entity's organisational structure and managed the employment of over 150 staff into that new structure...

 
 
 

Board Performance

See how we worked with a Board, whose organisation was going significant change, to identify and resolve key issues of identity and purpose, resulting in positive change that pleased all parties...

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Human Resources Auditing

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Chief Executive Performance Review

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Performance Management Systems Design

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Board Development


 

Values Driven Change Process

 
 

THE SITUATION...

Our client had recently merged with another legal entity and wished to identify and build a strong culture appropriate for the newly merged organisation.

We designed a performance management system and implemented the training of every manager and staff member...

HOW WE HELPED...

We implemented a Values Driven Culture Change Programme. This programme of work started with a clear strategy for staff engagement in the identification of the values.  We ran workshops with all staff, taking them through a process to identify potential crises that may impact on organisational goals, and to identify the values that would prevent these crises happening or enable the organisation to recover from these crises quickly – thereby minimising impact on the business.  These draft values were confirmed through a series of questionnaires.

Once confirmed, we undertook an analysis to identify where the organisation systems, processes, structure, skills and communication methodologies were not aligned with the values. These were consequently revised to ensure alignment.

 

 

A key system in any Values Driven Change Process is the Performance Management system as this is where managers and staff have regular coaching conversations about what is important in the delivery of the organisation's objectives and what behaviour is important and why. It is during these conversations that the values need to be reinforced and role modeled.  We designed a performance management system and implemented the training of every manager and staff member to effectively implement this system.

Working closely with the internal communications team we developed appropriate collateral to support the values implementation, culminating in a staff-wide jigsaw puzzle where every staff member's contribution was required to make the jigsaw whole - demonstrating that the new organisation was "better together".

 

THE OUTCOME...

While any culture change is a long journey, we found that staff did understand what the values of the organisation were and why they were important to long term business success.  We had systems and processes that supported the desired culture, and values were included in the regular performance management coaching discussions between staff and managers during the year.  We also found that staff were talking about the values and addressing the poor behaviour of their peers within the context of the values.

 
 

Transformational Change

 
 

THE SITUATION...

An organisation had significant operations throughout New Zealand.  Each operational hub varied in size and operated differently although the outcomes of each hub were the same.  Their latest engagement survey results had been disappointing.  It was recognised that, given the projected growth of their business, the organisation needed to become more empowered and agile; more able to easily scale up their operations and adopt new technology; and needed to be able to deliver in high quality services in a consistent manner throughout the country.

With nearly 90 leaders and approximately 800 staff affected by the change, this was a major transformational change project.
 
Twelve months after implementation engagement scores had doubled...

HOW WE HELPED...

We led an internal project team of operational experts to redesign the current operating model and associated organisational structures.  This required two different models to meet the different volumes of the various “hubs”. 

 

 

Once the design had been approved by the Board, we were responsible for implementing the change.This included leading all internal communications; ensuring a rigorous and robust assessment and selection process was used to transition staff into the new roles; and ensuring all supporting aspects of the change were taken care of, such as stakeholder engagement, new technology requirements and training and development.

 

THE OUTCOME...

There were no legal challenges regarding the transition process and eighteen months after the implementation engagement scores have doubled and the transition of one “hub” from the small operating model to the large operating model was seamless.

 
 

Organisational Change & Recruitment

 
 
 

THE SITUATION...

An organisation reviewed how it was providing its services nationwide and identified the opportunity to make significant savings by bringing in-house an aspect of their business that had previously been contracted out to local government agencies and regional councils. 

The new business group was designed including the identification of appropriate structures and locations.
 
A country-wide recruitment drive was undertaken to appoint up to 50 high performing team members.

HOW WE HELPED...

We worked with the Group Manager, Operations to identify an appropriate regional structure along with accountabilities for each role. Position Descriptions were developed which included the competencies required for success. We then undertook a recruitment drive throughout the country recruiting entire teams to implement the programme of work.  In some instances, such as the West Coast, this was particularly challenging, however the deadlines were met and competent, high performing teams were appointed.

 

 

THE OUTCOMe...

The organisation had regional offices established along with a head office infrastructure to support the implementation of a nationwide programme of work.  The client made significant savings which could then be used to further enhance the programme of work.

 
 

Mergers and Acquisitions

 
 

THE SITUATION...

A client with whom we had worked for over 8 years was merging with another organisation.   We were asked to facilitate this merger from an organisation design and people perspective.

We were responsible for the managing the ‘transfer’ of all staff into the new entity...

HOW WE HELPED...

We worked closely with the Chief Executive designate to design the new entity’s organisation structure. This included facilitating meetings with senior management of both organisations on the options for organisation design; leading the internal communications strategy to ensure staff engagement during the entire process once the design had been confirmed by the Board; and managing the “transfer” of all staff into the new entity.

 

Once the organisation was established there was significant work required to ensure staff understood their new roles within the organisation and within the new structure




THE OUTCOME...

As a result of our assistance, the new organisation was established and operational within required timeframes.

 
 

Board Performance

 
 
 

THE SITUATION...

The Board Chair of  an organisation within the wider state sector approached us to improve relationships within the Boardroom.  The organisation was going through a significant change in direction and the Chair was concerned that this would fail unless the Board was working well, engaged in the new direction and openly supporting and encouraging the staff and key stakeholders to buy into this change.

We met with the Board members individually to find out what their views were on the role of the Board...
 
Using the information gathered we developed a draft set of criteria for Board success, which was signed off by the Board...

HOW WE HELPED...

Our first step was to gather background information on the organisation, its purpose, information from the Chief Executive on how he viewed the role of the Board and it’s interface with the role of the Chief Executive. We met with the Board members individually to find out what their views were on the role of the Board, the role of the organisation now and the future direction of the organisation.  We attended a Board meeting where the Chair presented his view of the future of the organisation and some of the key steps to get there.

 

Using the information gathered we developed a draft set of criteria for Board success, which was presented to, and signed off by, the Board.  The Board, their CEO and key stakeholders then completed an evaluation of the Board using this  criteria.  This information was provided back to the Board in a report and a workshop was facilitated to explore strategies to overcome the key gaps in current effectiveness.

 

THE OUTCOMe...

The Chair was extremely happy with the process and the outcome.  As a result of this process a couple of Board members did not put themselves forward to re-election to the Board after their term ended as they could not support the new direction of the organisation.

 

Human Resources Auditing

THE SITUATION...

A small State Owned Enterprise had a new Chief Executive who wanted to ensure that all its people systems, processes and policies were legislatively compliant and fit for purpose.

HOW WE HELPED...

We undertook an HR Audit of the company, identifying the need to review and update its position descriptions, performance agreements and individual employment agreements.

THE outcome...

The Chief Executive could be confident that every individual in the organisation was aware of their expectations, how these fitted into the goals of the organisation and that he had processes and systems to track performance. The organisation had policies and procedures that were fit for purpose and appropriate.  When appointing new staff they had agreements that were legally compliant.


Chief Executive Performance Review

THE SITUATION...

We were approached by the Chair of a Board who had concerns regarding the performance of their CEO.

HOW WE HELPED...

We reviewed and updated the position description, engaging the CEO in the process.  We included behavioural competencies aligned with the desired culture of the organisation, along with the key accountability requirements.  We then provided coaching and support to the Chair in the development of a draft outline of performance agreement and how to approach the conversation with their CEO. 

THE OUTCOME...

The Chair was able to successfully engage with the CEO so they understood where there were concerns about performance and the impact of that poor performance on the organisation.  They continued in the role for a further six months and then resigned.


Performance Management System Design

The situation...

An organisation required assistance in designing a performance management system which would enable a consistent approach to having regular discussions around expectations across a very diverse business.  They needed to ensure that all staff understand their organisational goals, culture and how they contributed individually, and as a team, to these goals.

HOW WE HELPED...

We led a Project Team made up of management, staff and the union to design their performance management system.  Staff were provided with an opportunity to comment on the design prior to it being finalised by management.  Once the design was confirmed, we provided a training programme for both staff and management on how to implement the system.

Rather than delivering the training, We accredited internal staff and managers as facilitators to deliver the training programme  throughout the country, thereby ensuring the skills were retained in-house.

THE OUTCOME...

There was a high degree of engagement throughout the organisation, achieved through the customer-centred design and the fact that the staff were facilitating the training sessions.  The evaluations from the training were extremely positive. The system remained unchanged for a number of years.


Board Development

The situation...

A non-for-profit Chief Executive approached us to provide skill development for its Trustees.  This was seen as an opportunity for the Board, which had a number of new Board members, to get to know one another and work together as a team.

HOW WE HELPED...

We provided a pre-workshop briefing to the Board members to provide context for an evaluation  of the importance of, and their current proficiency in, a number of competencies necessary for effective governance. Using this data it became evident that there was a need to develop the skills of the Board in engaging and influencing stakeholders.

We provided a workshop which included Board members identifying the key stakeholders of their organisation; the connection to their organisation at both a professional business level but also at a personal level; and then crafting a strategy for engaging with these stakeholders.

THE OUTCOME...

The Board thoroughly enjoyed the workshop; commented that they not only developed new skills in engaging and influencing key stakeholders but also had a better understanding of their fellow board members.