our work.



We believe our ability to collaborate is key to solving some of the world's biggest problems and seeing the possibilities in ourselves and in others.

We partner with organisations to help them build collaborative cultures and capabilities. The insights we gain from this work has given us a deep knowledge of effective collaborative leadership.

We share these insights in our consultancy projects, leadership development programmes, workshops and live events.



 our clients.









vodafone


unleashing collaboration in vodafone




Story

The global telecommunications landscape was rapidly changing. Customer choice was increasing, regulations were continuously changing, and the traditional leadership model was no longer a guarantee of success. Vodafone realised that to stay ahead under these dynamic new conditions, they needed to do more to unleash the collaborative potential of their leaders and teams.

Solution

We partnered to co-create a global collaborative leadership programme that equipped leaders with a mix of tools and new behaviours designed to unlock creativity and collaboration across the business. We trained more than 450 leaders and collaboration champions to be confident to create the ideal conditions and behaviours for breakthrough thinking.

Results

Our work led to tangible shifts in behaviour, with Vodafone leaders becoming more aware of their role in creating a more collaborative culture and approach to solving complex business challenges.






three


building a new foundation for collaboration in three




Story

Three wanted to continue to disrupt the telecommunication market and recognised that they needed to create a collaboration motivated culture within the organisation, encouraging their people to engage with a new mindset to help create even more breakthrough ideas in the market.

Solution

We worked closely with the leadership community at Three to create a big ambition for collaboration in the future, a roadmap to help achieve it, and a tool kit to help deliver it. We helped to create a common collaboration language, tailored an accelerated solution process and trained more than 200 leaders

Results

Our work led to measurable changes in attitudes and behaviours with Three leaders becoming more aware of the role of collaboration in their working lives and as a catalyst for generating breakthrough solutions.






thomson reuters


transforming business performance with productive collaboration at thomson reuters




Story

We worked in partnership with Thomson Reuters to develop and deliver a customised collaborative leadership development initiative for high-potential leaders to broaden their enterprise perspective and ability to drive collaboration across a complex global organisation.

Solution

We delivered as series of global One Day Challenges that bought together high potential leaders in cross functional teams to collaborate together to solve a critical and complex business challenges. We provided proprietary tools, facilitation and coaching to help each team generate actionable ideas and to help embed the learning with the leaders so that they could apply the methodology immediacy in their own teams.

Results

Each One Day Challenge culminated in the team presenting their ideas and solutions to a key member of the Thomson Reuters leadership team. Based on the success of the collaborative approach, a number of new business strategies were approved and funded for further development. Over 300 leaders at Thomson Reuters acquired new skills that resulted in an internal movement that rapidly spread throughout the business reinforcing a new, collaborative approach to solving business challenges.






sainsbury’s


collaboration supporting unprecedented
change with Sainsbury’s




Story

Through a time of unprecedented change, we helped Sainsbury’s successfully embed new tools and techniques across all levels of the retail business to support colleague collaboration, deliver business continuity and maintain great leadership.

Solution

Trading in a hugely competitive retail landscape, Sainsbury's identified a need to re-organise to create a more agile retail model. This bottom up approach saw 90% of roles impacted and created the potential for a turbulent and disrupted retail division. Sainsbury’s identified the need to create a supportive culture of collaboration, opening and maintaining clear communication lines, problem solving inflight and ensuring colleagues felt included and cared for during and after the period of transformation.

Results

Leaders reported feeling much more confident to bring their teams together to solve immediate and longer terms business challenges as well as build stronger more meaningful relationships at a time when it mattered most. Colleagues reported that that the collaborative approach left them feeling more supported and in-touch with the business than they had through previous change programmes.