Our Work

A large Multinational Telco wanted to change from Telco to Tech. A new set of corporate values was defined to support the new strategy. Over 30.000 people around the globe were activated in action workshops on corporate, BU and team level. A culture measurement was introduced.

A Cable Company wanted to become more efficient. The company needed to increase quality against lower costs. The TOP80 was supported in becoming better leaders. Regular Peer Learning Cycles in which leaders were inspiring each other and developing themselves around a predefined set of leadership competencies were implemented.

A large Telco wanted to integrate several smaller subsidiaries, in line with its one-brand strategy. A new behaviour brand was defined for all companies, by aligning the external commercial slogan to the internal people strategy. The new behaviour brand helped to align people's mindset and articulated the aspired united behaviour.

A medium sized public transportation company suffered from sickness rates of up to twenty percent of their employees. People were activated via a set of workshops with volunteers to define changes in the way of working. The working environment was made healthier and more fun, whilst improving the business results at the same time.

An Energy Trader wanted to become more innovative by introducing Agile tools & Mindset. Interdisciplinary self-steering teams to work on personal actions, team actions and corporate actions on a predefined set of development topics were formed. A feedback culture improvement was the key to accelerate people development, and live the Agile Mindset.

A municipality under pressure caused by liberalisation wanted to become more innovative. Inspiration Tours for employees were organised to open people’s minds for new ways of working. A group of volunteers drafted, presented and implemented a set of interventions to create a more innovative Culture within the company.