I’m often asked to facilitate workshops for my clients, who call me in to navigate a group of people from the analysis of an issue through to the development an action plan to solve it. As an external facilitator, clients very much value the extensive experience I’ve gained working across a diverse range of industries, helping organisations solve their most intractable issues.
Case Study – Microsoft
Recently, Microsoft launched the company-wide ‘Customer and Partner Experience’ initiative, designed to improve the satisfaction and overall experience of Microsoft customers and partners.
I was asked to facilitate a series of workshops with groups of Microsoft executives around the World, working closely with the respective regional CEOs. The aim was to firstly identify some critical success factors and then to develop an action plan for employee engagement in that region going forward.
The challenges involved in this work were immense. In some regions, the key question on the executives’ minds tended to be, “How can we change our culture?” In other regions, it was more, “Why do we even need to change our culture?”
As a facilitator, it was essential to be sensitive to the needs of the workshop participants – what worked in one region of the World wouldn’t necessarily work in another.
But the workshops seemed to have been successful. Immediately after they were undertaken, results from annual Microsoft ‘Customer and Partner Satisfaction Surveys’ steadily improved.
Case Study – Stryker
Stryker is a leader in the worldwide orthopaedic market and is one of the world’s largest medical device companies.
Case Study – Dimension Data
Dimension Data (DD) is an IT services and solution provider and helps clients plan, build, support and manage their IT infrastructures.
Case Study – EDS
Electronic Data Systems (EDS) is an IT and business process outsourcing provider focused on Healthcare, Financial Services, Manufacturing, and Government. Many of the contracts it pursues are high-value; worth tens of millions of dollars.
I was approached to help EDS improve its ‘hit rate’ for winning such high-value contracts. Working closely with senior EDS management, I developed a workshop aimed at identifying the strongest competitive sales strategy for any particular pursuit. I delivered a series of these workshops in 2006 and 2007, each tailored to a specific pursuit.
Subsequently, in certain sectors, EDS saw an increase in hit-rate from 50% to 90%. This has been accredited primarily to the effectiveness of these workshops.
An EXAMPLE OF WORKHOP OUTPUTS