Brands We’ve Helped.

We’re always inspired by our clients who seek the challenges that help grow and develop their people and teams.

Financial Instituions

  • Prudential

  • Nasdaq

  • Giro Bank

  • Standard Chartered

  • Aliance & Leicester

  • Zurich

  • RBS

  • Lloyds Bank

  • KPMG

  • Nationwide

  • RSA Insurance

  • Masthaven

  • Allianz Insurance

Pharmaceutical & Healthcare

  • Glenmark

    Glenmark Pharmaceuticals

  • Bayer

  • Boehringer Ingelheim

  • Takeda

  • Bristol Myers Squibb

  • Colgate

  • Fresenius Medical Care

  • Amgen

  • Merck

  • Quintiles

  • Sandoz

  • GSK

  • Novartis

  • AstraZeneca

  • Estee Lauder

  • UCB

  • LOreal

  • Roche

  • Red Nucleus

  • Parexel

Transport & Logistics

  • Ford

  • Van Leer

  • Crown

  • Railtrack

  • Network Rail

  • AA

Power

  • e-on

  • Scottish Power

  • Southern Power

  • Parker Hannifin

IT & Telecoms

  • Nokia

  • Tieto

  • Cable & Wireless

  • Alcatel

  • Nortel

  • Motorola UK

  • Telia

Food & Retail

  • Pepsico

  • Arla

  • Britvic

  • Danone

  • Iceland

  • Diageo

  • Fazer

  • Lindt

  • Inutricia

  • D&A

  • Arctic Nutrition

  • Cooper Vision

  • Japan Tabacco International

  • Argos

  • Sanoma

Industrial & Mangement

  • United Wire

  • BOC

  • Linpac

  • DS Smith

  • Agrovista

  • BASF

  • Amcor

  • AHL Storm

  • NSG Group

  • EQT Group

  • EPOCH

  • Meridian Business Support

  • Saica

  • NEC

  • VPK Group

  • SEC Events

Case Study One

The Client

A recent project with an International Pharmaceutical company demonstrates the need for upgraded thinking and expectations.

Challenge

With its team of experienced managers, the company reflected on previous launches and worked naturally within their experience and belief of achieving a target typically similar to or slightly higher than previously achieved.

When challenged to set a stretch target, one which was well outside their comfort zones, they defaulted to their previous experience, doubting their abilities to achieve such a stretch.

Our Solution

Creating a culture where the impossible can become possible requires suspending judgment (use of Neo Cortex), understanding the fear of the unknown, and introducing new and innovative psychological interventions not usually considered in the team’s toolbox.

The introduction of the ‘False Memory Selective Induction’ process (a powerful psychological tool) to impact mindset, attitude, and belief enabled a new super-stretched target to be adopted and ultimately achieved.

The Results

This intervention resulted in a 43% patient uplift, which the team initially considered impossible.

A new ceiling had been achieved, becoming the new platform for future performance. This process can be adopted successfully by any individual, team, or company wanting to outperform the norm.

Sadly, the ‘Reptilian Brain’ process will often stop exploring and adopting what could be considered the most up-to-date and valuable tool, relegating it to the ‘not invented here’ category.

This is an opportunity for leaders to catapult managers and their teams into a brave new world of high performance.

We call this “Truly Amazing”. It is open to all.

Case Study Two

The Client

As with most prominent international companies, growth becomes more of a challenge due to size and diversity.

Challenge

An international food and beverage company was running out of ideas, products, and services to catch up and overtake its primary rival.

When approached to provide an innovative solution for leaders and managers, an international Emotional Intelligence (EI) audit process was undertaken.

Designed to identify senior players’ mindsets, attitudes, and beliefs, including understanding the culture supporting growth to date. It was clear from the outset that the processes and methods of thinking and problem solving needed to be refreshed and overhauled if they were serious about challenging their rival company.

Our Solution

Others had previously shared solutions regarding training and other university-like courses. However, after consultation, the company accepted a new concept, which is one of mindset and expectation to outperform the norm, as it was clear that they had been suffering from ‘we don’t know, what we don’t know’.

After the international EI Audit, focus on self-regard, learning culture, and mindset was the platform required for a new way of thinking and performing.

The introduction of the ‘False Memory Selective Induction’ process was adopted and successfully embraced through team events and one-to-one support.

The Results

As a result of the above intervention, those involved demonstrated a 26% performance improvement in line with agreed KPIs.

The company now values its senior players’ thinking and modified expectations in sales and business processes rather than recycling old thinking and experience.