Case Studies

Published on 07 Oct 2019

Waikato Regional Council has been working with Human Synergistics for several years now to develop the capability of their people

Published on 30 Jul 2019

NZ Sugar has been working with Human Synergistics for several years now to develop the capability of their people. Sandra Fan is the Quality Assurance Manager and in this story she shares her personal journey of change over the last few years.

Published on 30 Jul 2019

NZ Sugar has been working with Human Synergistics for several years now to develop the capability of their people. LSI 1 and LSI 2 along with Leadership Impact have been used throughout the organisation to help improve the culture of the organisation but also the confidence and self-awareness across the team

Published on 13 Jun 2019

The retest of the LSI for New Zealand Automobile Association (NZAA) has shown an increase in constructive behaviours. 

Published on 30 May 2019

Culture can be governed, lead and managed, or it can just happen – it does not, not happen. Recent public relations events in several sporting and commercial organisations have identified the risks associated with not proactively investing in the development of effective culture. Culture is ultimately the responsibility of the board and the CEO.

Published on 16 Mar 2016

The subject of this case study is a highly respected United States-based multi-national company in the non-food segment of the FMCG industry. This company had been operating in Korea for 30 years, starting as a small representative sales office but transitioning into a medium-sized stand-alone subsidiary via organic growth and acquisition.

Published on 15 Mar 2016

Yarra Valley Water is a shining example of how companies can become more efficient, provide better customer service and enable staff to enjoy their work and achieve a better work-life balance.

Published on 15 Mar 2016

Similar to countries and the geographic regions within them, organizations and their units (e.g., departments, branches, offices) each have their own cultures — a combination of assumptions, values, norms, and customs that implicitly define the behaviors that are desirable and expected versus unacceptable and controversial within a particular environment.

Published on 15 Mar 2016

Few industries have experienced the rapidity of change imposed upon the retail banking industry in the '90s. With economic conditions exerting severe pressure on interest margins, banks have had to explore alternative ways of operating—at a time of increasing costs, and in a market where the consumer has become much more aware of the products, costs, and values being provided.

Published on 15 Mar 2016

A large company sought to transform its retail division into a highly responsive, customer-driven organization and, at the same time, achieve "stretch" sales goals.

Published on 15 Mar 2016

The commercial property bust of the 1990s sent shock waves through many industries and, in particular, the finance industry. One of its victims is the focus of this case study. The following case study outlines the interventions taken by one of Australia's oldest finance companies to "turn around" its worst financial result in history. The measures taken by this organization, which pulled itself back from the brink of financial disaster and is today recording record profits, are presented.

Published on 10 Mar 2016

Dr. Linda Sharkey, author and Executive Director of Executive Networks, Inc., was able to leverage her experience with HSI assessments when she was tasked with designing a new leadership development program for GE Financial's top 600 executives worldwide. Using Leadership/Impact®, leaders at GE were able to see their values, the impact of their behaviors on people and the culture, and whether or not their leadership strategies were aligned with business results. The program, called a "best practice in leadership development" by GE CEO Jack Welch, allowed for improved leadership performance across the organization.

Published on 10 Mar 2016

In 2010 Spendvision, while successful, was suffering from an unrealistic business plan which had them trying to do too much. The Management Team was pulling in different directions and this lack of cohesion resulted in a culture of confusion and protectionism. The initial challenge for Spendvision was to have the proverbial ‘mirror’ held up to the business, as a call for action and change.

Published on 10 Mar 2016

In 2000, the City of Marion recognised the need to do things differently. Incoming Chief Executive Officer (CEO) Mark Searle inherited a 12% operating deficit, an estimated staff turnover rate of more than 20% and anecdotal evidence of a poor customer service reputation. The challenge was to build the performance of the organisation, which could survive in the short term and be sustainable in the future. Focus and resource was put towards building capacity and the readiness for change.

Published on 02 Mar 2016

Founded on strong family values since the 1970s, Kennards developed the first Self Storage Centre in the country, opening in 1973. It remains today 100% Australian, privately owned and family run although has grown from a seven person family business to 230 people, with 83 locations and 524,000 square metres of storage space across Australia & New Zealand.

Published on 01 Mar 2016

In late 2009 Metro Trains Melbourne (Metro) was awarded the franchise to run Melbourne's metropolitan train network. The challenge involved transforming the declining level of rail service delivery and bringing four separate companies together into a single operator.

Published on 29 Feb 2016

Having successfully risen through the ranks in several organisations, a senior manager was tired of the mediocrity, bureaucracy, lack of time to do things properly and the conventional approach to managing people. He wanted to be able to run his own ship, a ship where he had the autonomy and flexibility to be with his young family.