Context / Issue

A global team, made up of a UK-based centre of technical and delivery excellence plus four regional customer support teams, was underperforming. Relationships were strained, collaboration was limited, and technical knowledge transfer was poor. As a result, the team was struggling to meet high-stakes performance improvement goals.

Our approach

We didn’t parachute in a solution. Instead, we brought the centre and sub-team leads together to form a Global Action Team, giving everyone a seat at the table and a stake in the outcome. From the start, we worked with the group to establish ground rules that promoted openness: encouraging the sharing of data, co-authorship of training content, and a commitment to open, team-based problem-solving.

As trust grew, we supported the development of visual boards that made delivery performance transparent across locations. These boards became powerful tools for surfacing local challenges, celebrating wins, and spotting improvement opportunities. Alongside this, we helped the team develop an in-house digital training portal, giving everyone access to validated technical content and reducing dependence on isolated expertise.

This wasn’t about enforcing standards — it was about co-creating coherence across the system and giving the team the tools, trust, and structure to own their transformation.

Benefits realised

The team moved from mistrust and ambiguity to weekly, motivated collaboration.

• They co-authored and celebrated shared technical standards

• They engaged in open, data-driven performance conversations

• They had evidence of progress — and the energy to keep going

Performance improved by 25%. Confidence grew. And, perhaps most powerfully, the team felt proud enough to share their story and successes across the wider organisation.