Case Studies

High performane is a direct outcome of the interplay between your strategy, leadership and culture…..

Our clients tell us that our work has a significant impact on their business. Every organisation exists to grow sales, make money, serve the community, and deliver customer and stakeholder value. And achieve this whilst providing an environment for their employees that is safe, egalitarian and provides a strong sence of belonging.

We have provided five in-depth case studies below. Alternatively, please click here to view a sample list of completed assignments covering cultural audits, strategic planning, developing leadership capability and change management programs:

Association of Financial Advisers - AFA

Cultural Audit

We have been assisting the AFA and their members respond to industry change over the past four years, presenting at the AFA Annual Conference and Leaders Forum.

In conjunction with the AFA, we have been developing a cultural audit tool that meets the requirements under recommendation 5.6 of the Royal Commission regarding Culture and Governance.

An effective cultural audit tool must not only assess risk and governance but also identify those cultural gaps that drive performance. The i-Adapt Business Analyser measures a constellation of factors that have been proven to drive high-performing organisations.

Our audit methodology identifies your cultural gaps with regard to governance but moreover those that directly impact your revenue and profitability. We have an extensive track record in addressing such gaps to substantially increase revenue and profitability.

The tool has been specifically tailored to the financial advisory industry and was piloted at the AFA Leaders Forum. Our approach measures your current capability for meeting today's challenges and also your capacity to adapt in the future to changing circumstances.

Westpac and Challenge Bank

Mergers and Acquisitions

One of our associates worked with both executive teams from the customer service divisions of both banks. This involved integrating two divisions into one division and some 280 people, moving from a line environment to a team environment and from a multi-layered structure to a three-layer structure.

Whilst the business environment was experiencing static growth, the numbers were impressive. Overall the business went from $2.6 Billion to $3.2 Billion in turnover all in less than 9 months. Other stand-out measures included:

Business went from 32% to 44% share of national business.
>30% increase over the previous year’s budget.
Fee collection increased by >240% (i.e., discounting to win business was reduced)
Loan approvals increased >80% (next best division increased by 40%)
New lending increased by >44% (next best division increased by 25%)
Face-to-face customer calls rose from 2-3 per month to 32 to 40 per month.

And the soft measures…

Morale improved and staff absenteeism and turnover dropped substantially.
One centre relocated to save rent - and then informed the Divisional Manager.
5 months after the restructure, staff at two separate centres requested they further restructure, redesign workflows and re-allocate responsibilities. They did - by themselves.
No lost time, no overtime was required and no customer complaints

Deutsche Bank - Asia

Strategic Planning

We ran a strategic planning conference for the equities division of Deutsche bank to transform the business at the emergence of online trading.

The transformational change project required the bank to make a decision between entering into the ‘high volume low margin’ transaction processing game (i.e. trading shares online to generate a brokerage fee) and charging for research (previously free of charge), or becoming a full-service broker.

Some 70 staff attended the ‘Real-Time Strategic Change’ conference and created a strategy that was supported and owned by the staff. Consequently, Deutsche Bank equities were one of the first banks to anticipate and respond to the rise of the Internet and online trading, dominating the Internet trading market.

Credit Suisse First Boston and First Pacific

Mergers and Acquisitions

We worked with the senior teams of CSFB and First Pacific Stockbrokers to devise a merger strategy to grow the business whilst retaining key talent.

The real value of the newly merged entity was not in terms of plant and equipment, but moreover in the client relationships that had been built over many years. Losing key staff would have significantly compromised the success of the merger and the ability to reach new clients with an integrated offer.

We facilitated a three-day offsite business retreat to create a compelling vision, strategy and implementation plan that was meaningful enough to convince key executives to stay. That work also formed the genesis for the first online discount broking house using the internet to provide discount trading as a market differentiator. This dramatically challenged the paradigm of high brokerage fees.

As a consequence, the company retained all key partners and rose from number 7 to number 3 in the market over an 18-month period.

Akzo Nobel

Innovative Strategies for Growth

Akzo Nobel is a leading Dutch multinational in the global paints and coating business, including the finish on the McLaren F1 racing cars. We worked with the CEO of the car finishes division to develop a strategy to substantially grow the business and increase revenues.

At the conference, it was identified that the insurance companies were seeking to lower costs that put pressure on the margins of the Akzo Nobel business model.

A new distribution strategy was crafted, partnering with a leading car insurance company to increase the number of body shops using their paint from 50 body shops to 250 body shops.

Consequently, the business doubled its turnover within an 18-month period and turned a profit for the first time in over 10 years.

Additional examples of our work and its financial impact

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