Case studies

A senior Partner recognised that the way people were working was taking a toll — on wellbeing, performance, and culture. He wanted to shift the system, reduce the human cost of delivery, and build a new model for working: one that felt more energising, more inclusive, and more sustainable for people and the business.

After the immense pressure of the pandemic, the organisation was seeing signs of burnout, moral injury, and fractured team dynamics. Unhelpful behaviours and subcultures had taken root. Leaders wanted to rebuild — not just by reinforcing positive behaviours, but by truly supporting people to process what they’d been through and co-create a safer, more compassionate workplace.

As the organisation entered its 200th year — facing post-pandemic pressures, financial challenge, and a growing animal welfare crisis — it needed leaders who could work on the system, not just in it. The goal: grow confident, connected and empowered leaders able to shift culture, enable teams, and drive systemic change.

To deliver on a bold and life-saving purpose, the organisation needed to shift how leadership worked — moving from hierarchy to a connected, agile network of leaders who could respond to complexity, empower teams, and create the right cultural conditions for people to thrive.

To deliver on their 5-year strategy, the organisation recognised that strong culture alone wasn’t enough. Teams were motivated — but siloed. Leadership saw the need for more proactive, accountable and collaborative ways of working, especially as teams became more geographically dispersed. Deep-rooted mindsets were also holding people back from embracing change and cross-functional collaboration.