Case Studies

Published on 16 Oct 2023

In our earlier paper, Stages of Organisational Consciousness: Part I, we introduced the model and the 6 stages based on the foundation/construction of that model. This paper is designed to review the model through analysis of client data and attempt to gain some insight into how organisations transition through the stages.

Published on 30 Aug 2022

Vodafone has been working with Human Synergistics to develop the capability of their senior leadership team. Lane Hannah, Leadership Capability Lead and Sarah Bellett, Learning and Capability Manager share their story so far.

Published on 24 Aug 2022

Constellation Brands has been working with Human Synergistics for several years now to transform their culture and develop the capability of their people. In this video Rosella Dang Head of OD and People services and Julie Bassett Vice President of Human Resources share their insight into this journey.

Published on 24 Aug 2022

Waikato Regional Council has been working with Human Synergistics for several years now to develop the capability of their people. Anna Bolton is the OD and Capability lead and in this story she shares their journey of change over the last few years along with some of her key takeaways for her development.

Published on 24 Aug 2022

Vodafone has been working with Human Synergistics to develop the capability of their senior leadership team. Lane Hannah, Leadership Capability Lead and Sarah Bellett, Learning and Capability Manager share their story so far.

Published on 24 Aug 2022

Vodafone has been working with Human Synergistics to develop the capability of their senior leadership team. Lane Hannah, Leadership Capability Lead share their story so far.

Published on 24 Aug 2022

Auckland Transport has been working with Human Synergistics for over four years now to transform their culture and develop the capability of their people. In this video Chief Executive Officer Shane Ellison share his insight into this journey of change along with some of his advice to other leads

Published on 11 Jul 2022

Auckland Transport has been working with Human Synergistics for over four years now to transform their culture and develop the capability of their people.

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.