Case studies
Potential2Achieve highly value client confidentiality. Where required we will source client references but will not generally refer to clients by name. The following case studies are therefore deliberately anonymous.
Focus on the people and provide common purpose to improve processes
For an organisation of 35,000 employees there was just six weeks to conduct a post implementation review of the previous annual reward review round, which had seen significant problems that impacted service, and to prepare for the upcoming year. An independent review by a consultant is a worthwhile investment in these circumstances in order to identify strengths and weaknesses in the process and make recommendations for business change. The key output was summed up by the department head "the change that made the difference this year was the fact that the team reviewed processes using Six Sigma methodology, put the customer first and by focusing on their needs made the right changes to the right processes to get the right result".
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Creating a coaching culture
A request was made to deliver a one-day coaching skills workshop to 5,000 people in front line retail roles within 6 months in order to build a coaching culture. Whilst the immediate request could have been fulfilled, albeit at considerable expense, there was undoubtedly an underlying issue which needed to be uncovered and analysed. A business performance consultancy was undertaken with the business sponsor and senior representatives from the retail leadership team. The results were a £5M benefit on opportunity costs, an 8% increase in employee perception of line managers and a 20% increase in course take up.
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Re-aligning strategy in a department fatigued by change
A UK based department of a Global organisation had emerged from a 4 month re-structuring programme part of which was a downsizing operation. The department had been through similar restructures in each of the previous 4 years. Outwardly people were still delivering a high level of service and support to their clients but internally there were signs of dis-engagement, disillusionment and some cynicism being articulated along the lines of "safe, until the next time!" Against this backdrop there was an urgent need to refocus and re-engage the people and at the same time prepare them for future inevitable business changes being driven by the Global parent. The result was a team aligned behind the strategy, with leadership skills enhanced and employees feeling they were helping to shape the future.
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