Case Studies

The Company

A family owned, long established, £121m turnover automotive retail group with a range of prestige brands. 

The Business Problem

A period of substantial growth exposed poor management ‘soft skills’ and the development framework necessary to maintain and then improve performance levels. In particular, a lack of delegation, a directive leadership style and ineffective performance management, led to little accountability, low motivation and response to change at sales ‘showroom’ level. Communication with vital non-sales functions and fellow managers was sporadic and largely ineffective, leading to infighting, little consistency in group processes and different interpretation of business strategy.

The Company

The successful, asset finance arm of a well known & established corporate bank. 

The Business Problem

With ongoing restructuring in the corporate banking sector, a backdrop of tighter lending criteria & increased interest charges, relationship  managers’ were struggling to adopt the new working patterns and responsibilities necessary to re engage corporate clients with differentiated products & services. With a stable client base & large market share, little concerted effort had been previously made to understand the root cause of client issues & change their mindset of the bank as little more than a transactional provider of services with low value. As a result, internal conflict & resistance to change was evident, in turn, hampering the need to establish more accurate & up to date client risk profiles and increasing non-credit based profit streams.

The Organisation

A recently formed, independent government agency, with a high profile environmental agenda. 

The Problem

Following the formation of the agency, with a small workforce sourced from a variety of centralised civil service and private sector backgrounds, and a range of expertise in the ‘renewables’ sector, integration of different heritage employees was proving problematic. The organisation was split into two departments, one being mainly operational and the other focused on research and stakeholder communication. This led to poor communication between colleagues, a tendency towards ‘silo working’, poor collaborative working, and a lack of understanding of the role of management, in both decision making and communicating key organisational objectives.