The approach
We worked closely with the leadership team to create clarity at every level of the organisation:
-
Aligned senior leaders on a clear definition of success and what “good” looked like post-merger
-
Engaged colleagues across both firms to shape shared values through an expedited organisation-wide consultation
-
Facilitated workshops to translate behaviours into clear, lived expectations across the business
-
Turned insight into a simple, actionable set of values behaviours that people could use in day-to-day decision-making
-
Supported the launch of the new values and behaviours with a practical plan for embedding them into leadership and culture.
CASE STUDY
Creating clarity, alignment and shared behaviours during a major merger
The challenge
When Wilkin Chapman and Rollits merged, they shared an ambition to grow their regional presence and strengthen their client offering.
But combining two established firms required more than operational integration.
The leadership team needed to create clarity around purpose, behaviours and direction - and ensure people across the new organisation were aligned behind a shared way of working.
The impact
The work created clarity where there had previously been uncertainty - enabling faster alignment and stronger collaboration across the newly formed organisation.
It helped leaders and teams:
-
Make decisions more consistently and confidently
-
Work from a shared understanding of values and behaviours
-
Reduce friction during a complex period of change
-
Build trust and alignment across the merged organisation.
The result
Wilkin Chapman Rollits emerged as a unified organisation with a clear cultural foundation and shared direction.
They now have:
-
A clear, lived values framework guiding behaviour and decisions
-
Stronger alignment across leadership and teams
-
Greater confidence in decision-making post-merger.
A cultural foundation to support future growth.
The approach
Designed in collaboration.
We partnered with the CFO and global finance leadership team to design a focused, practical session tailored to their day-to-day communication challenges. Rather than theory, the emphasis was on real-world application. Leaders worked through live scenarios designed to strengthen clarity, presence and engagement across global and virtual contexts.
We were mindful to use the time as efficiently as possible, while also harnessing the benefits of running an in-person session, including:
-
More effective practice and interactions
-
Reduced distractions and stronger learning retention
-
Richer peer learning.
The 3-hour session focused on:
-
Asking better questions to drive engagement and insight
-
Building connection and presence, particularly in virtual settings
-
Communicating with clarity and intention
-
Practising techniques live, with immediate feedback and refinement.
Leaders tested the tools during the session and began applying them straight away.
CASE STUDY
Strengthening leadership communication to improve clarity, connection and impact across global teams
The challenge
Training the global finance leadership team.
At Grünenthal, a global pharmaceutical organisation, highly experienced leaders needed to boost how they communicated across dispersed, international teams. Messages weren’t always landing in the same way across audiences, particularly in virtual environments, making it harder to build alignment and engagement across the business.
The challenge wasn’t a lack of technical knowledge, rather they needed useful guidance on how to:
-
Create clarity and resonate with their audience
-
Deliver messages consistently
-
Engage colleagues at every level of the organisation.
The impact
100% of participants rated the session as excellent or very good.
The session immediately strengthened confidence and communication capability across the leadership team. Participants reported a noticeable shift in how they approached conversations - particularly in how they framed questions, engaged colleagues and communicated in virtual settings.
The feedback reinforced the value of a practical, applied approach to communication development, with leaders able to use techniques immediately in their day-to-day roles.
The result
The leadership team left with improved clarity, confidence and consistency in how they communicate across global and virtual environments.
They now have:
-
A more consistent approach to engaging teams across regions
-
Improved ability to drive engagement, alignment and connection
-
Practical tools they can apply immediately in leadership conversations
-
Stronger communication presence in high-stakes and virtual settings.
We worked with the leadership team to create clarity and cut through complexity:
-
Aligned senior stakeholders on the purpose of the change and the behaviours required to support it
-
Developed a clear visual and communication approach to bring the transformation to life
-
Designed multiple creative routes to test how best to engage frontline audiences
-
Refined the chosen direction into practical, accessible materials that supported understanding and action
-
Created adaptable templates to enable local teams to embed messaging in their own environments.
The approach
CASE STUDY
Cutting through the noise.
Creating clarity and engagement across a complex supply chain transformation
The challenge
A major supermarket was delivering a ten-year supply chain transformation programme. While significant investment was taking place behind the scenes, success depended on frontline colleagues understanding and engaging with the change.
With a large, dispersed workforce operating across multiple shift patterns and time pressures, traditional communications risked being overlooked. The challenge was not awareness, it was clarity, engagement and behavioural buy-in.
The impact
The work created clarity and consistency across a complex, high-volume operational environment.
It enabled colleagues to:
-
Understand not just what was changing, but why it mattered
-
Engage more actively with the transformation
-
Translate strategic change into local, day-to-day behaviour
-
Feel more connected to the wider programme of change.
The result
We supported the transformation with a clear and engaging communication approach that improved understanding and ownership across the workforce.
The organisation now has:
-
A consistent and accessible way to communicate complex change
-
Stronger alignment between strategy and frontline understanding
-
Greater engagement with the transformation programme
-
Improved clarity across dispersed operational teams.
The approach
We partnered with the internal communications team to create a clear, focused and actionable strategy:
-
Built understanding of organisational context through targeted discovery and research
-
Facilitated an interactive workshop to align the team on purpose, priorities and success measures
-
Defined clear strategic focus areas to direct energy where it would have most impact
-
Developed practical, actionable communications activity linked directly to business outcomes
-
Created a simple framework to support ongoing alignment and measurement.
CASE STUDY
Creating clarity and focus for an internal communications team
The challenge
Following a period of significant organisational change, Newcastle Building Society needed to re-engage colleagues and embed a refreshed strategic direction.
A newly formed internal communications team had an opportunity to define its focus, build confidence and improve its impact across the organisation. The challenge was not effort – it was clarity of priorities, direction and impact.
The impact
The work created clarity, focus and confidence within the internal communications team.
It enabled them to:
-
Prioritise activity based on impact, not volume
-
Align more closely with organisational goals and manage stakeholders
-
Communicate with greater consistency and purpose
-
Build confidence in their role and contribution.
The result
The team emerged with a clear direction and a practical framework to guide delivery and measure success.
They now have:
-
A focused internal communications strategy
-
Clear priorities and success measures
-
Stronger alignment with organisational objectives
-
Greater confidence in delivery and decision-making.
We designed a structured, facilitated process to rebuild clarity, connection and trust:
-
Conducted 1:1 conversations with senior stakeholders to surface priorities, concerns and goals
-
Identified areas of alignment and friction across teams and functions
-
Facilitated collaborative sessions to rebuild shared understanding and direction
-
Co-created practical ways of working, including roles, responsibilities and decision-making principles
-
Established mechanisms for ongoing alignment and review.
The approach
CASE STUDY
Reforming trust.
Rebuilding alignment and collaboration to unlock performance.
The challenge
A global beverage producer and distributor had ambitious growth plans, but strained relationships between senior stakeholders were limiting progress.
Misalignment and lack of trust were affecting collaboration, slowing decision-making and reducing organisational effectiveness.
The challenge was not strategy – it was relationships, alignment and shared understanding.
The impact
The process created clarity and rebuilt trust between senior stakeholders.
It enabled:
-
Improved relationships and communication between key leaders
-
A shared understanding of priorities and challenges
-
Greater willingness to collaborate and engage constructively
-
Clearer expectations around roles and decision-making.
The result
The organisation now has a stronger foundation for collaboration and performance.
They now have:
-
Rebuilt trust across senior stakeholders
-
Clear ways of working and governance structures
-
Improved alignment on priorities and objectives
-
A stronger platform for sustained organisational performance.
We worked with the trust to create a clear and consistent communication foundation:
-
Built understanding of the organisation, its objectives and communication needs
-
Facilitated workshops to align stakeholders on key messages and priorities
-
Developed a clear narrative to guide public-facing communication
-
Created practical FAQs and messaging tools to support confident conversations
-
Ensured materials were accessible, usable and easy to apply in real situations.
The approach
CASE STUDY
Consistency counts.
Creating clarity and confidence in public-facing communication.
The challenge
A regional charitable trust faced increased public and stakeholder interest in a high-profile project. Leaders needed to ensure volunteers could communicate confidently, consistently and accurately when engaging with external audiences.
The challenge was not willingness - it was clarity of message and confidence in delivery.
The work created clarity and confidence across the volunteer network.
It enabled:
-
Consistent messaging across all external conversations
-
Greater confidence in handling questions from the public and stakeholders
-
Improved clarity and credibility in communication
-
Stronger alignment between leadership messaging and frontline delivery.
The impact
The result
The organisation now has a stronger foundation for collaboration and performance.
They now have:
-
Rebuilt trust across senior stakeholders
-
Clear ways of working and governance structures
-
Improved alignment on priorities and objectives
-
A stronger platform for sustained organisational performance.
Meet the team
The people behind the thinking, the conversations and the clarity.
Lu McKay
Elle Bradley-Cox
Dr Alex Gapud
Daria Blok
Tony Beresford
Pete Fletcher