Case Studies

PROJECTS DELIVERED

GLOBAL CULTURE PROGRESS REVIEW- RIO TINTO

Situation: Rio Tinto were launching a global review of its culture, aimed at making the company and the mining industry safer and more inclusive.

Challenge: The project team had a gap in expertise to help deliver a comprehensive employee listening program across multiple streams, in 30 countries, including 13 languages, with a rigorous timeline for delivery.

Project1

GLOBAL CULTURE PROGRESS REVIEW- RIO TINTO

Situation: Rio Tinto were launching a global review of its culture, aimed at making the company and the mining industry safer and more inclusive.

Challenge: The project team had a gap in expertise to help deliver a comprehensive employee listening program across multiple streams, in 30 countries, including 13 languages, with a rigorous timeline for delivery.

Project1
Project2

MERGER AND ACQUISTION- THE APP GROUP

Situation: The APP Group acquired seven entities that had separate teams, ways of working, systems, processes and clients.
Challenge: With a hard timeline to deliver an integrated solution to the market, a decision was made by the Board to accelerate the integration of the entities and stand up 

Project2

MERGER AND ACQUISTION- THE APP GROUP

Situation: The APP Group acquired seven entities that had separate teams, ways of working, systems, processes and clients.

Challenge: With a hard timeline to deliver an integrated solution to the market, a decision was made by the Board to accelerate the integration of the entities and stand up the new operating model.

ORGANISATIONAL
DESIGN-
DECENTRALISED TO CENTRALISED BORAL

Situation: Boral were focussed on improving operational efficiency, responsiveness to customers and shifting decisions to local teams.

Challenge: Decentralisation of a new structure from a centralisation model in a highly unionised culture.

Project3

ORGANISATIONAL DESIGN- DECENTRALISED TO CENTRALISED BORAL

Situation: Boral were focussed on improving operational efficiency, responsiveness to customers and shifting decisions to local teams.

Challenge: Decentralisation of a new structure from a centralisation model in a highly unionised culture.

Project3

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