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Case Study 1
In 2003 this organisation introduced new core values, the main focus being 'Customer First'. There was general consensus that non-client facing employees thought that they had no customers. This was because they were not dealing directly with external clients. Research shows that there is an inside-out effect when dealing with customers; not an outside-in.
The Brief
To raise awareness of the issues around internal customer service; and to enable all internally operating employees to understand how they contributed. This connects directly with our Commandment of 'Getting stuff done'. The most important element for the client was that this should be suitable for an EMEA-wide initiative.
Strategy
We worked with key stakeholders to understand what the core messages and outcomes would be. Based on this, we developed a programme called 'Customer in Clover' which we piloted with the global HR team. We also developed a client-specific business simulation to support their strategy.
ActionWe:- Conducted 29 workshops in English, French, Spanish, Italian and German.
- Wrote an in-house consulting document for HR based on the information gathered in the workshops.
- Developed a further follow-up programme for CA.
Result
Participants left with a methodology and a common language that enabled them to raise issues which had been previously glossed over. They had an opportunity to work alongside the very people who were at the other end of the chain from them. The cross-fertilisation aspect of the workshops underlined the overall message. As one participant said, "I arrived here thinking: why am I here? I don’t have any customers. Now I see that I have a huge amount to do."
The client reported that we were instrumental in implementing the internal Customer First initiative across the organisation in EMEA.
Case Study 2
In 2003 a London broker asked us to help them review and revise their negotiation skills. There was concern that the senior brokers had not passed on their skills at junior level, and that potential income was being lost as a result. This connects with the Commandment: 'Having the skills to do my job well.'
The brief
To improve negotiation skills and add 15% per broker to their budgets.
Strategy
To really understand the participants’ needs we went to observe them in action, and recorded their conversations in order to visualise a clear base line. We interviewed everyone to ask them what they needed and we asked each line manager for their success criteria. We also communicated directly with key negotiating partners to get specific feedback for each participant.
Action
We then: - Conducted workshops with a maximum number of 4 participants
- Filmed the participants
- Gave 1:1 feedback at the end of each session to each person
- Built an individual action plan
- Conducted 1:1 follow-up coaching sessions
- Collected feedback 6 months later
Result
One broker wrote: 'I know that I made the business an extra £67,000 in the first 3 months just by being aspirational – as you said.' Six months later junior brokers were asked how much value they thought they had added to the business and whether they were better equipped to deal with difficult situations. They estimated that they had added just under £400,000 net to the business. Moreover, when averaged out, they agreed that their skill at handling difficult situations had improved by a massive 46%.
In this instance we worked for a success fee. If we hadn’t obtained the results the client was looking for we wouldn’t have been paid.
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