Case Studies.
Explore Our Success Stories
We could tell you what we believe. But we'd rather show you what we've seen.
Case One.
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Case Two.
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Case Three.
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Case One.
Making the Impossible Ordinary
Major Capital Project, North Africa, Oil & Gas.
The Situation
How do you build a high-performing culture out of 4,000 to 10,000 people, drawn from seven different subcontractors, spanning dozens of nationalities and languages, in conditions that are physically demanding and culturally complex?
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That was the challenge facing the senior leadership team of an EPC contractor on a major oil and gas project in North Africa. The challenges were layered: language barriers, wide variance in skills and experience, managers joining at different times with different norms, entrenched command and control culture, and the beginnings of polarisation between departments.
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Few people believed what the leadership team was asking for was actually possible.
What Was Asked For
One team, one culture, zero harm, always on time.
Hearts and minds won at every level. A coaching culture. Creativity, collaboration, and fun.
From drivers to top management, one shared vision with the skills to deliver it.
How We Worked
We began by listening, to the leadership team, to the project as a system, to what was needed at every level. From that foundation we co-designed a programme specific to this project: its phases, languages, rotations, and the people within it.
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The design was never fixed. We kept listening, to the mood on the project, the health of relationships, the concerns voiced and those held back. At the heart of the work: individual coaching for senior leaders; team coaching and alignment workshops; coaching skills for supervisors and managers; and a Champions programme developing natural leaders at every level.
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We walked the site. We sat in on meetings. We listened in places most consultants never reach.
What Happened
he project was delivered on time. Nobody was hurt. The circles that had started fractured and siloed became something coherent and alive, described by those who were there as feeling, for the first time, like a family.
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The HSE team became partners rather than police. Senior managers became visible, present, and known by name. Subcontractors that had arrived with competing interests lent each other equipment and planned together.
"This was my fourth project here. Previous projects took more than double the time planned. On this project we're ahead of schedule because of the quality of relationships we built. That has been the biggest benefit of the programme." — Senior Leader, North Africa project
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"This is such a special project. It is the first time I walk to the site and see people smiling while working." — Senior Leader, North Africa project
Delivered by Isabelle Courtney-Guy as lead consultant, working within a wider consulting team.
Case I: Making the Impossible Ordinary
Major Capital Project, North Africa, Oil & Gas
The situation
​
How do you build a high-performing culture out of 4,000 to 10,000 people, drawn from seven different subcontractors, spanning dozens of nationalities and languages, in conditions that are physically demanding and culturally complex?
​
That was the challenge facing the senior leadership team of an EPC contractor on a major oil and gas project in North Africa. The challenges were layered: language barriers, wide variance in skills and experience, managers joining at different times with different norms, entrenched command and control culture, and the beginnings of polarisation between departments.
​
Few people believed what the leadership team was asking for was actually possible.
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