Context / Issue

In a global organisation balancing innovative product launches with a mature brand portfolio, performance was being undermined by a key enabling function. Its under-delivery caused repeated delays to innovation, missed budget targets, and organisational dysfunction. Several prior change initiatives had failed to gain traction, leaving the situation stagnant and sensitive.

Our approach

We brought the function and its internal customers together for the first time, creating a space for candid, collaborative diagnosis and joint problem-solving. Drawing on leading-edge sector benchmarks, we helped the team and its stakeholders see beyond initial assumptions, revealing the deeper systemic challenges hidden within what had been described as a "black-box" problem.

By working openly and constructively, we built genuine pull for change across the business. Our approach secured executive support and helped the incoming leader to sponsor a clear, employee-endorsed delivery plan. The work bridged gaps, overcame distrust, and gave people a reason to act together.

Benefits realised

The business moved from stalled efforts to coordinated action, with new insight fuelling progress. Organisational silos began to dissolve and shared ownership emerged.

What the client said:

“We started with an initial narrow assumption. You opened our eyes to bigger problems we previously couldn’t see. You got a traditionally difficult internal team to open up. Your work helped our Senior Leadership Team understand the situation and make significant changes.”