"See how a global manufacturer turned underperformance into growth, strengthened leadership alignment, and reconnected teams across continents. Part 1 shares the case study ; Part 2 reflects on the lessons learned for leaders driving complex change." Context A global manufacturer of electronic components was facing sustained underperformance, fragmented operations, and low trust between business units and the centre. Years of siloed working had diluted the group’s identity, w

"See how a global manufacturer turned underperformance into growth, strengthened leadership alignment, and reconnected teams across continents. Part 1 shares the case study; Part 2 reflects on the lessons learned for leaders driving complex change." This two-part case study explores how a global manufacturer in mission-critical electronics reversed underperformance, strengthened cross-site collaboration, and re-established a unified organisational identity. Part 1: The Case S

Just like a Formula 1 pit stop, strategy only works when every team member knows their role, acts with precision, and moves together. When I work with leadership teams, one of the first unspoken questions many ask is: “Will this strategy actually happen — and make a difference?” The truth is, a strategy is only worth having when it is turned into action — when it becomes a tangible game plan that teams can prioritise, engage with, and deliver , even amidst the demands of day-

A strategy can look brilliant on paper, but without a compelling narrative to bring it to life, it is likely to be ignored, misunderstood, or dismissed as abstract statements. A strong strategy narrative, owned by the leadership team, does more than inform — it inspires, unites people, and (re)energises them. A compelling strategy narrative is more than a slick presentation It is relevant, credible, and grounded in reality. It speaks to the shared beliefs and priorities of th

Quick tips to make the most of the first team meeting of the year