Changing behaviour and making performance happen: a collection of case studies
Chapter 7 provides an array of case studies that present greater and more specific detail than in the examples and anecdotes that feature throughout the earlier chapters. As remarked earlier, these are entirely anonymous but nevertheless demonstrate the efficacy of our work. These case studies demonstrate the measurable performance improvements that occurred as a result of the positive shift in leaders’ behaviours in the various management groups with which we worked.

Content of Chapter 7 covers:

  • B-2-B and B-2-C decorative distribution business: 2001 to 2003
  • Financial Services organisation (Fund Management/Asset Management): late 1990s to 2004
  • Retail distribution and service recovery: 1998 to 2005
  • Client services administration: 2002 to 2005
  • “Just a pair of hands”: 2002
  • A downward spiral: 2006
  • A chemical business; two teams, two different cultures: 1997 to 1999
  • The immovable object and irresistible force: 2003 to 2004
  • Application of GPITM in building a high-performance team: 2006 to 2008
  • Developing a competency framework for high performance for front line agents in global, complex call centres: 2005 to 2008
  • Providing direction for a new Academy: 2007 to 2008
  • A “gift” for the Sisters of a religious order: 2006 to 2008
  • Enhancing relationships between members of an Executive team: 2004 to 2006
  • Helping establish a new culture and enhanced Climate: 2006 to 2007
  • Consolidating an organisation’s position within the FTSE 500 and providing the platform for future growth: 2007 to 2008
  • Succession planning in a family owned organisation: 2007 to 2008
  • All case studies focus on the issues to be addressed, the intervention and the business/organisational/behavioural outcomes.

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