Client Work
Imperial Brands (Tobacco):
Creating a Learning Culture to deliver on strategic innovation goals
Partnering with the Global Head of Leadership and Learning, we ran a series of insight sessions and research to reveal what was causing a barrier to learning.
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With over 120 counties and 30 factories, we needed to influence the mindset and behaviours of a 23,000 strong workforce.
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Techniques applied:
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Behavioural science meets creativityÂ
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Communication and campaign planningÂ
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Glocal approach for guides - consistency but autonomy translated into four languages
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Onboarding and community of practice for peer learning
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1:1 Coaching for Learning Leads
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Result:
100% uplift in Degreed (LMS) usage in the first 3 months and 55% repeat users. Learning Leads felt a sense of pride and more confidence to influence on the ground. of Degreed.
Cargill (Food and Agriculture):
Refreshed 5-year strategy needs a culture shift
The 160K strong workforce was streamlining its portfolio looking for a leaner, faster, more agile way of operating.Â
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As a leader in food production and manufacturing with a purpose 'To nourish the world in a safe, responsible and sustainable way', they needed to act quickly.
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We broke siloes between teams, constructively challenged and highlighted areas of duplication and improvement when it came to communicating and engaging people in the new strategy.
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The result:
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Values-based decision making, coupled with action-orientated materials
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Consistent communications and coaching for the internal communications team
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Onboarding managers to ensure they're equipped to bring their people along with them.
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A strategic reporting framework to track and communicate progress.
SABIC (petrochemicals): Women Thriving 2030
SABIC's Human Capital Strategy, aims for 90% of employees to be thriving by 2030. The initial focus was on improving the experience of women across the organisation.
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Working with the Transformation Leader for Leadership in the Middle-East and regional CHRO, we ran multi-disciplinary research to understand the current experiences women have within the organisation and what they need to thrive.Â
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The project involved:
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External market research (GWI) for industry insights
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Review of industry reports for benchmarking
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Survey
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30 focus groups
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Insight report & recommendations
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Result:
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Short and mid-term actions in-flight including first female-only in-person networking event which raised excitement in the belief they can progress their career
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Re-prioritising DEI training and development
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Manager support to provide clearer career pathways.
CrossCountry Trains:
Culture Change strategy
The national train operator are heading towards public ownership in 2027, requiring a new strategy and cultural shift.
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Following a new external brand identity, fast-changing MDs and a heavily unionised environment, now was the time to instil trust and bring everyone along the journey, together.
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We took the time to listen carefully to the HR Director to understand the cultural challenges that were the biggest barrier to success.
It became clear we needed to start with the board to create buy-in, accountability and advocacy of a cultural plan.
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The project included:
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A co-curated culture change strategy with the board including two-way listening techniques.
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Focus groups and interviews with a cross-section of colleagues.
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Communication and L&D programme planning including a needs analysis.
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A cascade change model to engage teams at each level.
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Result:
Buy-in and accountability from the board.
Leaders felt more confident to lead the change and colleague mindsets shifted towards believing that 'this time it's different'.
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