Case studies

Potential2Achieve highly value client confidentiality. Where required we will source client references but will not generally refer to clients by name. The following case studies are therefore deliberately anonymous.

Consulting to optimise the use of workspace

Potential2Achieve were engaged to consult on workplace efficiency in a major global financial services organisation. The main driver was to improve the working environment as a significant factor in staff perception, well-being and productivity.

The request of Potential2Achieve was to identify and recommend a change programme where there was an opportunity to generate a Return on Investment.

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Creating a blended learning curriculum for central government

Potential2Achieve were engaged to work with a newly created centralised learning function to design and create a cross-government curriculum to develop the skills and capability of managers and leaders to respond to unprecedented change in the Civil Service.

Extensive learning needs analysis was conducted and the rapid development of blended learning journeys to emphasise the changing priority in providing workplace learning ,reflecting the 70:20:10 principle, was created in 3 months making a significant saving of public money.

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Using a capability framework to support the people agenda during change

Potential2Achieve were engaged by the IT function of a global manufacturing organisation to support the functions transformation to becoming a progressive, lean and agile value-added partner. A key element of this transformation focused on the skills required to implement partnering with business functions.

The role undertaken by Potential2Achieve was to lead the project to develop a capability framework as the first stage towards creating a fundamental shift of skills requirements and attributes to deliver the strategic aims of the function.

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Performance Management in the public sector

Potential2Achieve were approached to support the establishment of a new Performance and Development Review (PDR) process in a recently formed, government funded, and independent organisation.

The new organisation had been in existence for c18 months and was an amalgam of 3 very different legacy organisations.

The request of Potential2Achieve was to design and deliver training to support the launch of the new PDR process in order to establish a consistent approach and a focus on behavioural standards.

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Supporting cultural change through workspace design

Potential2Achieve was engaged to support the implementation of an initiative to create a new way of working to bring about efficiencies in a customer facing department of a blue-chip UK financial services organisation.

The cultural change programme was designed to improve working practices through the most efficient use of the workspace, utilising existing technology.

The role undertaken by Potential2Achieve was as a programme manager supporting both the client and the real estate services provider.

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Focus on the people and provide common purpose to improve processes

For an organisation of 35,000 employees there was just six weeks to conduct a post implementation review of the previous annual reward review round, which had seen significant problems that impacted service, and to prepare for the upcoming year.

An independent review by a consultant is a worthwhile investment in these circumstances in order to identify strengths and weaknesses in the process and make recommendations for business change.

The key output was summed up by the department head "the change that made the difference this year was the fact that the team reviewed processes using Six Sigma methodology, put the customer first and by focusing on their needs made the right changes to the right processes to get the right result".

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Creating a coaching culture

A request was made to deliver a one-day coaching skills workshop to 5,000 people in front line retail roles within 6 months in order to build a coaching culture.

Whilst the immediate request could have been fulfilled, albeit at considerable expense, there was undoubtedly an underlying issue which needed to be uncovered and analysed.

A business performance consultancy was undertaken with the business sponsor and senior representatives from the retail leadership team.

The results were a £5M benefit on opportunity costs, an 8% increase in employee perception of line managers and a 20% increase in course take up.

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Re-aligning strategy in a department fatigued by change

A UK based department of a Global organisation had emerged from a 4 month re-structuring programme part of which was a downsizing operation.

The department had been through similar restructures in each of the previous 4 years. Outwardly people were still delivering a high level of service and support to their clients but internally there were signs of dis-engagement, disillusionment and some cynicism being articulated along the lines of "safe, until the next time!"

Against this backdrop there was an urgent need to refocus and re-engage the people and at the same time prepare them for future inevitable business changes being driven by the Global parent.

The result was a team aligned behind the strategy, with leadership skills enhanced and employees feeling they were helping to shape the future.

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Driving improved service from an off-shored operation centre

A global blue-chip services organisation identified quality issues in its off-shored HR Operations processing centre. Anecdotally it was known that service failures were increasing, complaints were rising and operational losses were at an all time high. However, there was little reliable Management Information to pinpoint where the problems were occurring.

The key drive was to fix the impact on the end customer; the source of the rising complaints and to change the outward perceptions of the processing centre before the year end.

Find out how Potential2Achieve helped the client to achieve the desired outcomes.

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Driving culture change and increasing sales income

An organisation with a major retail presence on the High Street invested in a multi-million pound, two year refurbishment programme for its top 400 flagship stores. A request was made for support in up-skilling customer facing personnel.

The organisation was willing to invest both substantial funds and time to improve the selling skills of the staff in order to generate 20% increase in annual income from the refurbished stores.

With support from Potential2Achieve this target was exceeded.

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