MindNavigator® changes the way organisation think, engage, and do
Learn more about how we impact organisations' workforce transformation from our customer's Success Stories Below.
King & Wood Mallesons Case Study
King and Wood Mallesons are dedicated to their vision of being ‘a great place to work and grow.’ To that end, the organisation wanted to break down silos to enable greater efficiency, effectiveness and ideas sharing. In addition they were focused on the continuous development of leadership capabilities within their shared services teams to increase employee impact and the ability to implement new ways of working.
IRI Global Case Study
A satellite office consisting predominantly of Sales and Account Management staff was experiencing low morale. Senior leadership described their culture as one that was "‘close knit’ yet based on protection and silos rather than depth of connection". Employees were having difficulty finding a sense of purpose. Considering themselves as secondary to Head Office created an ‘us vs them’ mentality and at times lead to blame and lack of ownership. Staff tended to focus on their own individual contributions rather than on collaboration and group outcomes.
Sir Charles Gairdner Hospital Case Study
Sir Charles are known for their service mentality which positively impacts patient care and empathy amongst staff. However, this high level of ‘care’ can also translate to leadership challenges when it comes to setting expectations, maintaining healthy boundaries and holding staff members to account for their tasks and behaviours. They needed to equip their leaders with the ability to balance empathy with accountability to enable improved performance.
UTS Advanced MBA Program Case Study
Students work together during their Advanced MBA program to solve a real business problem for an organisation, supported by industry experts and mentors. As part of the assignment, participants are required to provide feedback to each other on their individual contribution as well as their collaboration and teamwork. For many students providing direct feedback to people they have only recently met can be challenging. It takes time to build the deep level of connection and trust needed for open discussion to emerge. In addition, there are often perspectives differences around the balance of workload and approaches to problem solving.
Executive Director, SA Housing Authority
“I really recommend the system to anyone who's considering ways in which leadership and the nature of change needs to be explored at a deeper level...
… a platform that has been really profoundly impactful for those that were part of it”
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Mind-First® Transformation in Action
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