Fonterra had many messages across the business and business units describing vision, strategies and values. They wanted to bring together a single defining purpose and compelling story that would guide the whole company and give direction to the Fonterra Values, Brand and Strategic priorities.

Fonterra was born from 3 fierce competitors and they needed to finalise the unification of the business.

• Developed a methodology to review and research the various stakeholder perspectives.
• Trained Fonterra “Future Thinkers” and other key thought leaders on “Appreciative Inquiry” methodology to understand the employee views on Fonterra's.
• Facilitated the Fonterra Executive team to create the defining core purpose and compelling story of Fonterra
• Aligned and facilitated a group of strategic “Future Thinkers” and project team to assist the FLT to give input into the Fonterra Vision, values and strategies
• Developed a process to validate the evolved Fonterra Values that would guide the bringing to life of the compelling story.
• Facilitated and supported the brand development programme
• The next step is bringing this all to life and aligning the behaviours, processes and brand to what has been created.
• What were the results?
• Created an inspirational core purpose, compelling story in 3 days which was considered to be an exceptional achievement.

Just the beginnings of a iconic New Zealand success story!

Over the years of expansion and growth the company had lost its "mojo".

• Worked closely with the Directors (including 1:1 coaching) and team development to reignite passion for the business and create alignment.
• Created a Value-based organisation framework with them to re-discover the MOJO and re-define the business core purpose
• Developed and facilitated a "Collaborative Leadership programme" for all their senior managers and team leaders
• Developed and supported a train the trainer model for them to deliver behaviour change workshops to their own people
• Developed a framework for partnering with their customers

• Rediscovered the MOJO
• Decision making in the business was pushed down and people empowered at all levels
• Significant improvement in revenue and profitability
• Retention of key clients and customers

• The Retail Division has been through a number of “Restructures” and “Rebranding” initiatives each which left the internal culture fragmented, siloed and cynical.
• They had 3 sets of "brand values" over as many years on their walls and saw them as just another marketing initiative
• The engagement scores for Telecom had not increased despite several initiates over the previous 3 years and they were looking for a significant change

• Worked with the Retail Leadership Team to align on a core purpose, strategies and inspiring vision for the division — to unite and drive them
• Supported the Retail leadership team to identify a core set of behaviours to guide their team and become roles models for the business leadership
• Worked with a design company and their values output to pull together internally guided values and behaviours
• Selected and trained a group of "Wayfinders" (internal influencers) to become the guides of the behavioural change programme. Supported these people to become skilled facilitators of change and leadership in the business.
• Designed and supported the training of over 3000 people in Telecom to become personally aligned and committed to an internally guided set of values and a cooperative style of working together

• Created an inspirational core purpose and framework to guide the division through a period of 18 months immense change and leadership gaps
• Overall feedback for every workshop consistently scored 4 out of 5 (outstanding).
• Created many personal changes and success stories
• Increase Telecom Retail — Customer operations engagement score significantly.
• Inspired the "Telecom Group" to adopt a similar framework for the whole of Telecom

• Several previously failed attempts to create a unifying culture which had created high levels of cynicism, apathy for change and siloed behaviours
• This was a very hierarchical and patriarchal business

• We delivered The Zone VBO programme; which aligned the organisation around vision, purpose, values and strategy
• We supported the them to create a purpose that has inspired other Egyptian business
• We trained the leadership teams first – a cascade process to deliberately break down the hierarchical structures and power
• And through our programmes we developed a common language and behavioural references
• We developed an internal "Developmental programme" for the change agents who would lead and support the behavioural change and programme initiatives

• Vodafone Egypt (for it's size) has the #1 employee engagement scores in the Vodafone Group
• It has become a role model of how to do business in Egypt
• It is the #1 employer brand of choice
• There was a significant change gender equality and respect for diversity
• The numbers of VBO programme change agents to be promoted continue is significant
• VBO programme proved to be a major employee retention phenomenon. When a 3rd player entrant into the market and Vodafone employees were offered by the competitor up to 3x salary – they choose to stay, stating that it was the VBO programme and culture that was a primary reason to stay

• Business was operating in a number of silos
• Diverse workforce; 5 different religions and several nationalities
• No sense of a unified culture or purpose

• Worked with the Leadership to create a clear vision, purpose and strategies for the business
• Worked with the business to uncover and create a powerful set of values and behaviours
• Developed, designed and delivered a "Collaborative Leadership Programme"
• Developed an internal team of business change champions to deliver on-going workshops/induction
• Embedded the above into performance management system

• Transformation in leadership behaviour which reflected in a marked increase in employee engagement
• It significantly reduced the impact and increased the ability to respond to a new competitor in a previously closed 1 player market
• Their journey continues

• Highly political ex-communist culture with high levels of apathy, suspicion, defeatism and lack of accountability
• Formed from an ex-communist corrupt society

• We supported a new CEO (ex financial director) to turn around the business culture through creating a values-based organisation, which emphasised integrity, ethics, personal responsibility and cooperation.
• We aligned and developed the executive team into a highly unified and high performing team
• Trained and developed a Team of "Red Hearts" – internal change agents who were a very young team to lead the behavioural change workshops
• We have designed and facilitated each of the TOP 200, TOP 70 workshop
• Designed a "Customer Obsession" programme
• Designed a programme to integrate the Globally directed "Vodafone Way" to the local uniquely defined Romanian culture

• Significant improvement in the employee engagement scores
• The CEO was voted the #1 women in business in Romania in 2008
• Role modeling the way to a more ethical business model in Romania
• The journey continues

• Our initial brief was to help the NEW CEO to rejuvenate an underperforming business.
• Helped the people transition to a new owner

• We delivered The Zone VBO programme; which aligned the organisation around vision, purpose, values and strategy
• We integrated the culture and the brand
• We trained and supported an internal change ambassadors team to facilitate the behavioural change programmes
• We designed and facilitated a number of executive alignment workshops and partnered with the union representatives

• Significant increase in employee engagement
• Improvement in overall performance
• Smooth transition to new ownership
• A significant improvement on the price for sale

• Re-brand and turn around the incumbent, bureaucratic, ex-government Telco into a fast moving dynamic, modern, international brand in 12 weeks!

• We lead the internal brand integration work-stream to transition the current organisation from the old to the new
• We trained an internal team of change champions to facilitate over 150 workshop in 3 weeks throughout the country.
• We project managed the internal engagement launch plan.

• The fasted internal brand migration in the Vodafone group so far
• It catapulted Vodafone to be the most well known and competitive total communications company in Ghana.
• The Change Champions team continues to utilised as an effective channel for change initiatives.

• Verge's owners recognised that their business had grown to such a size that they needed to invest in a structure and management that would see them freed up to do what they love and the business continue to prosper.

• Supported the owners to create a clear plan for their personal and professional future of Verge.
• Interviewed every team member to understand more about their business and what were the key issues (spoken and not).
• Facilitated 3 whole company workshops over 1 year to ensure the team was aligned around the new way, created some strong reference points for interacting and providing feedback and tools to manage change.
• Supported the new management team and structure with 1:1 coaching

• Verge continues even in a tough economic climate to provide its customers with great styles and is selling more than ever
• Verge owners are now happier that they and the business have a clear map for the future
• Verge employees are working better together as one whole team

• Re-brand and turn around the incumbent, bureaucratic, ex-government Telco into a fast moving dynamic, modern, international brand in 12 weeks!We had a very clear vision of the agency we wanted to create, but it required a radical shift in the way our people behaved with each other, our clients and partners. We needed to create strong alignment amongst our team behind a common purpose as well as give the team the tools to transform the way they approached their work and relationships.

• I had worked with the Zone previously and had seen how powerful an organisation can be if it is inspired and aligned behind a compelling purpose. I had also thoroughly enjoyed the process of working with The Zone — they are smart, challenging and completely real.

• The work we have done so far with The Zone has really helped us focus and build our story about who we are and what we're about — whether we're talking to potential clients, or prospective employees or partners, there is a real sense of energy and connection with what we're doing.
• The work we have done with The Zone has also given our people with new ways to think about & handle challenging situations — we are already seeing significant results in terms of our client relationships as well as the way our people are working together.

• Following one of our sessions, we had a crisis unfold of the type that usually sends everyone into a spin, and brings out the worst in human behaviour. I watched as the team processed the situation and then made a conscious decision to use what they had just learnt instead of reacting in a negative way — it was so great to see the theory in action!

• 100% commitment and involvement from the senior team — not for one second have any of our team doubted that the leaders of the business are behind what we are doing A clear and inspiring vision