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How the dynamics between individuals can get in the way of a transformation effort

June 2017

It all came down to one individual. One person obstructing the change. One person undermining the business restructure. One person responsible for wasting a year’s effort and expense to turn the business around.

Collaborating a team at meltdown point as business critical deadlines loom

An Australian organisation with significant international presence was undergoing dramatic cost restructuring and changes across the board.

Investment Bank Seeking Leadership Leverage

The executive leadership team of an investment bank was seeking to leverage the leadership effectiveness of a newly merged team. In consultation, Sarah and the team designed a two-day program enabling them to measure and examine their leadership culture and enter into a deep dialogue to understand what they needed to change to realise their desired future.

Multinational Pharmaceutical Company Achieves a 400 % Measured increase in Effectiveness

A US pharmaceutical company was undergoing major change initiatives. Many sound strategies and activities had failed to meet expectations. Problematic issues identified were:

  • Team Effectiveness
  • Managing Ideas
  • Tolerance for Conflict
  • Managing Change

Developing the Corporate Skin of Resilience: Suddenly Unsupported at the Top

A senior executive had been headhunted into a new role with a well-known media company, appointed by the CEO. Shortly after arriving, circumstances changed and the CEO moved on. There was a reorganisation and the new structure changed the influence levels of this new appointee, creating power dynamics that were disadvantageous. The response was to advocate for the lost power in other ways. These strategies were ineffective and sometimes personally damaging or manipulated by others against this person.

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