Transformation - Case Study 1

Delivering transformation through working with the leadership team, aligning processes and systems, coaching and increasing engagement


The client we worked with is from the Manufacturing industry. FBG worked with the division who have a critical role in the development of innovative products that can be market tested and need to get to market in a short time with a positive impact on the bottom line.


  • The present position of client’s department in the broader business, its role in delivering innovative products to market and how it works with key stakeholders in the business
  • Not meeting performance expectations and deliverables, within required timeframes to meet commercial goals
  • The morale and motivation of the employees who work within the department and the general ‘climate and culture’ of the department
  • The leaders’ leadership and management style and the overall effectiveness of the leadership team


Part 1

The use of a diagnostic survey to further understand the following:

  • Clarity of direction
  • Effectiveness of Senior management team
  • Communication and relationships across the division
  • Relationship with immediate manager and team
  • The divisions reputation, achievement orientation, capacity for innovation and creativity
  • The internal customer experience
Part 2

Feedback session with the Leadership Team to makes sense of key issues as the feedback from the survey was used to inform a proposed solution. The outcome of the survey resulted in FBG working with the senior management team to address some of the issues coming out of the survey. We worked on the following:

  • Gaining greater clarity about the future and increased alignment with the commercial agenda.
  • Increasing alignment between performance deliverables and HR processes that support the delivery of results like performance management, reward and recognition and the culture.
  • Ways of working for the senior management team that would increase their focus on leading and managing stakeholders, facilitating innovation and empowering the level below them to manage the operational elements of the work and playing a greater role in executing and communicating company strategy.
  • Managing communication more effectively across the division.
  • Managing stakeholders more effectively as a team to increase support for their deliverables.
Part 3

Coach the leader to lead the senior team in delivering their agreed strategy.


  • The leadership team produced a strategy and plan that they could use to communicate to the division. This was also used to prioritise, refocus and further align processes and structure to support delivery.
  • They developed a plan to delegate operational work to the tier below them so that the management activity could be delivered by this tier of management.
  • The senior leadership team developed a shared approach to leadership themselves that played into their strengths and encouraged increased collaboration across the division.
  • A stakeholder management map and plan was developed and agreed.
  • Turnaround time from concept to market testing and entry to market was significantly decreased.