What we're up to
Stopping project proliferation
The R&D engine of this global, family-owned business was clogging up: too many projects, too many stakeholders involved, too many parallel priorities. We helped leadership embrace a simplicity mindset and governance programme, leading to 25% of projects being stopped and key resources being freed up for growth projects.
Less meetings, more thinking time
At a time when rethinking the business was critical, teams in this organisation were drowning in meetings and ‘busy work’. By creating a new architecture and governance for meetings, teams now spend 40% less time in meetings, freeing up much needed time to think and strategize.
Simplification for growth
Internal processes and practices hadn’t kept up with the fast growth of this scale-up, resulting in unnecessary complexities and increasing tensions. We ran a series of simplification sprints to cut out bottlenecks. “We’re back on track” said the CEO on completing the project.
Simplifying procurement
Our ‘sludge’ audit showed that complexity was the key reason why a new procurement system was failing. This insight triggered a new brief to ‘delivering the essentials really well’. The resulting workflow now takes 50% less time to complete and has enjoyed a much better reception in and outside the business.
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​Unifying culture to improve client service
A global services firm faced rising complaints about inconsistent service quality. Management’s initial response was training but the problem persisted. Our analysis uncovered a highly fragmented culture, the result of multiple acquisitions. By embedding a unified cultural system directly into daily operations and systems, client complaints halved. Culture is now a strategic lever for delivering high-quality services globally.
Creating a growth culture
In this century old business, post-COVID acceleration and tech shifts drove rising absenteeism and internal friction. The culture had hit its limits and the business needed to move from expecting people to simply cope with pressure to actively managing it. By ‘re-culturing’ the business for growth, turnover and friction were reduced and the organisation is now better equipped to grow in a way that’s sustainable for staff.
Scaling culture
As this tech scale-up grew, its once instinctive and unified culture began to fragment. We helped the founders make the culture explicit, practical, and scalable by embedding the cultural framework directly into daily management practices. Today, culture acts as a growth enabler, guiding many daily decisions and greatly simplifying team alignment.