Client success speaks for itself
We have clients in more than 50 countries around the world in dozens of industries. Each of their challenges and opportunities are as unique as the solutions we develop with them. In the end, we help our clients achieve their business objectives faster and more effectively by sharpening their people’s skills, focus and commitment to their organizations. The results are always remarkable.
The Sunstar Group operates in the business sectors of oral care, health and beauty, motorcycle parts, and chemicals, with more than 4,000 employees in 20 countries. Having made acquisitions, Sunstar strove to enhance collaboration across their first-line manager population in Europe, and moved from a 5-day stand-alone workshop to a blended learning journey. After the success of this journey, in 2017, they then looked to develop a program aimed at senior managers.
Gatwick Airport employs 3,000+ staff and sees 45+ million passengers pass through its concourse every year. Spearheaded by the chief operating officer, Gatwick Airport took the decision to invest in the development of its senior leaders, and has seen impressive results from the bespoke program created by AchieveForum. As a team, they are more united, experiencing less conflict, and more adaptable and agile.
In early 2018, a leading global investment company embarked on new strategies and lines of business so they could continue to deliver innovative client solutions in today’s fast-moving world. To unlock the pace of organization reinvention needed to do this, the company required the full alignment and effort of individuals at every level. They began with a focus on first-line leadership as an area that would have far-reaching and day-to-day impact.
In direct response to an Employee Feedback Survey, a global pharmaceutical company committed to improving employee engagement scores. The company identified leadership skills, particularly people focus and recognition, as critical factors in driving increased levels of engagement. They approached us as a partner with both the capability to deliver globally and the creativity and innovation to design a truly experiential program.
Following a period of high-profile and rapid acquisition, our client acknowledged that leadership in the “new world” required new thinking. They wanted to ensure leaders felt accountable beyond themselves, owning and driving competencies, standards, values, and strategies. A key priority was to develop and empower future leaders by helping them identify their leadership potential.
We were approached by our long-standing client, a global mining & metals company, to provide a mid-level leadership programme. In order to continue its success, our client aimed to develop its leadership pipeline and to grow the capability and engagement of promising leaders at the mid-level. Ultimately, they wished to increase internal promotion and improve retention through investment for this level of leadership.
A leading transportation and logistics company, TNT Express delivers documents and materials around the world. In order to grow their business, we helped them transform from a transactional sales force to a team of business consultants. Within two years, their market share in targeted countries increased by 70%.
Bank of America’s Consumer Real Estate unit provides mortgage and lending services to both retail and commercial clients. This highly competitive industry was growing at a rate never before seen, and Bank of America was leading the way. This rapid growth caused growing pains within the company. They needed to onboard new people faster and more effectively than ever before. With our help, they greatly reduced the time for new sales managers to become effective, while dropping sales manager turnover by 50%.
Market pressures forced Deloitte to create and implement a systematic approach to professional development that would both build skills and create an attitudinal shift across the organization. By developing an enterprise-wide learning system for the company, we helped them achieve remarkable results in revenue growth, market share, employee retention and much more.
One of the world’s most recognized and respected brands, Haagen-Dazs needed to increase revenue at its more than 600 retail stores across the world. Research showed that the customer experience at these stores didn’t match the luxury status of the brand itself. We helped their executive team design a Branded Customer Experience® that increased revenue and customer loyalty significantly.
Telstra is one of the best known brands in Australia thanks to its massive telecommunication and information services presence across the country. The company’s business division needed to grow its revenue by winning new customers and persuading old customers to return, while simultaneously rolling out universal price increases. We developed an overarching learning-and-practice framework to support hundreds of account executives, technical salespeople and sales managers that resulted in sales growth that exceeded their target.
The terrorist attacks of September 11th completely changed the landscape of SunGard Availability Services’ industry. The company, which provides business continuity services that enable information-dependent companies to thrive, found itself engulfed in increased competition and customer demand. Our tailored training solutions introduced a new approach to managing strategic accounts and equipped account teams with the skills and tools needed to implement it long term. Legacy SunGard, marked by slow growth and low competition, was able to shift to 21st Century SunGard, a customer-focused, team-based organization. As a result, account managers have been able to develop higher-value customer solutions, now yield a higher average selling price, larger average deal size, improved profit, and more satisfied customers.
A leading global manufacturer of healthcare products, Fisher Healthcare was slowly losing market share and profitability. They were faced with the ultimate decision: evolve or die. Executive management developed a comprehensive strategy to evolve, but they faced a sales force that didn’t share their sense of urgency when it came to shifting strategy and tactics. We helped them develop an 18-month comprehensive sales skills training program that led to an 80 percent increase in operating income over the first three years of implementation.
EDF Energy grew to become one of the United Kingdom’s largest energy companies through a series of mergers and acquisitions. While the size of the company increased, the growth caused challenges in unifying company culture and processes. We helped create and deliver a development program that targeted the company’s top 1,500 leaders to help bring them together under a single vision and brand. Employee satisfaction and performance increased dramatically, and company executives conservatively estimate that the program delivered an ROI of 230%.