When an ambitious young CEO was appointed to lead a global financial services firm with €700m revenues, a significant division of a listed corporation, he knew he had to take a radically different approach to his predecessor to achieve his aims.
When the operations division of a major global bank reflected on the aftermath of the banking crisis, two things were clear. It had survived. But its culture was in tatters and confidence and pride at an all time low.
Colliers International is now the third largest real estate company in the world, employing over 15,000 staff in 61 countries. In the past decade the company has grown from $250M in global revenue to $1.7 billion and is the fastest growing company in the commercial real estate industry.
How one bank is creating radically different relationships with the small business market by teaching their relationship managers to understand the mind of the entrepreneur.
Caxton FX are pioneers in foreign exchange and have grown rapidly into a €1 billion turnover business. They have achieved this extraordinary growth by being at the forefront of innovation and offering amazing customer service. And the source of that innovation and service is an exceptional culture.
A UK wide franchise business had a problem. The business had grown fast, fuelled by a rapid expansion of franchisees. But in recent months this growth had slammed into reverse as increasing numbers of seasoned franchisees were leaving the group. The losses were distressing to the founding partners. But what to do?
A European Bank employing over 150,000 people had made a high-performance culture and articulating ‘purpose’ a top priority. It was well received in internal surveys. Yet it made little difference to engagement scores. The leadership team couldn’t understand what was going on. Why was purpose not working?
As COVID hit its global markets, an international financial services firm swiftly. moved its entire workforce to remote working. How could a division of 6,000 ensure their newly launched culture change strategy was not just understood but owned by the entire workforce. And make sure their felt connected, secure and committed?