Coaching & Consultancy - Case Studies
Case Study 1
Engaging Clientâ€™s in Service Development
A financial services company wanted to explore ways to engage clients in service development and benchmarking. PDF set up a series of focus groups for customer service staff, managers and clients of the organization. This provided detailed feedback on strengths and concerns many of which were shared by clients and customer service staff but not by managers.
The results of this were analyzed and further meetings held to explore a central conflict between time spent on calls and depth of conversation to fully understand the quality of service. This resulted in a series of recommendations for organizational change.
Case Study 2
Applying Research to Senior Management Development
A banking group that had participated in a collaborative research project with PDF wanted to further develop the findings and apply them to their senior management development programme.
Based on the benchmarking activities across a wide range of organisations a management development model was constructed. Research for the programme included a review of management development offerings through universities in the UK and USA and an internal process for middle managers.
Case Study 3
Coaching for Senior Managers
Working with an international law firm and our colleagues in Australia, PDF and its partners created a management development programme for senior managers plus board members to address patterns of communication and motivation. A particular focus was the management of difficult conversations. The management development programme was undertaken in several countries in which the partnership had offices.
To support the training each manager was assigned a coach from the PDF coaching pool. PDF also provided overall quality control and supervision to the coaching pool.
Case Study 4
Using Research to Deliver Organisational Change
An engineering company had partnered with PDF in a study (involving some 900 companies), which looked at employability issues. This led them to explore in more detail how they could use existing data held within the company. They wished to understand and address employment issues and the relationships between commitment to quality by staff and engagement by staff and the company in development opportunities.
Permission was obtained from some of the other companies who participated to compare findings across organisations. Shared concerns and potential solutions were mapped across the organisations. Using this data the company was able to begin to build ways to enhance factors giving real added value to their efforts to deliver organisational change.
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