Every engagement is built around your organisation’s challenge. Here’s how we’ve helped some of the world’s leading organisations develop their leaders.
A British pharma world leader was assessing their top 30 leaders ahead of a strategy shift – from Functional Excellence (FE) to One Enterprise (OE). The FE transformation plan existed; the leadership upside (strengths) and downside (gaps) did not.
The client used the assessment to create key alignment conversations during their senior leaders’ strategic retreat – leading to the formulation of a leadership blueprint to accompany the FE-to-OE transformation plans.
A Dutch O&G Global Leader was looking to map strengths and challenges for a newly formed senior innovation team across 5 continents. The team was expected to deliver innovations to Shell globally at high pace — but how the team would actually perform under pressure was unknown.
The assessment was used in the global team retreat to provide clarity, build understanding, and create an alignment path forward. It formed the basis of the team’s risk management intervention from a leadership perspective.
Japan’s #2 bank wanted to equip its senior leaders with better agility to navigate shifting landscapes in Oceania and Asia. The rapid shift in B2B markets was beginning to challenge the bank’s market leadership. Leaders needed to sense markets, diagnose problems, and make key decisions to move the bank forward.
Leaders have reported reacting to markets more timely and making better key decisions back in their respective countries. As a key senior leadership programme with the bank, it’s now running in its 5th year – with a waitlist of participants for every cohort.
A Fortune 500 global insurance company wanted to move its nationwide customer service centres from a cost centre into a profit centre. After 1 year of initiatives, revenue contribution was still a big challenge. Think Codex was tasked to bring a change in mindset and skillset to its frontline staff.
Based on internal client data & tracking: NPS up 2 percentage points, sales up 178% – averaged across all branches. Reported as one of the most insightful workshops by senior team members who’d been in the industry for 20–30 years.
Tell us the shape of it – strategy shift, distributed team, capability gap, transformation. We’ll come back with a programme scope and what success looks like.
